annual report 2014

Transcription

annual report 2014

annual report 2014
annual
report 2014
KEY FIGURES
2014
2013
Revenue
3,167
3,144
Order book
3,286
3,323
EBITDA
945.9
757.2
(in EUR million, unless stated otherwise)*
56.4
63.7
Operating result
652.3
463.4
Net profit
490.3
365.7
Net result from joint ventures and associates
Net group profit
492.2
365.3
Depreciation, amortization and impairment losses
293.5
293.8
Cash flow
785.7
659.1
Shareholders’ equity
3,152
2,525
Personnel (headcount)
8,446
8,459
Operating result as % of revenue
20.6
14.7
Return on capital employed
13.8
13.0
Return on equity
17.3
16.5
Solvency
53.4
47.6
Profit
4.03
3.09
Dividend
1.60
1.24
Cash flow
6.46
5.56
Key figures
RATIOS (IN PERCENTAGES)
FIGURES PER SHARE (IN EUR)
*A
s of 1 January 2014 Boskalis applies IFRS11 which impacts the way joint ventures and associated companies are
recognized. The full year 2013 comparative figures have been adjusted accordingly. Please refer to the glossary for
definitions of the terms used.
Share information
2014
2013
High
47.18
38.58
Low
33.71
26.92
Close
45.45
38.41
354,053
336,227
(Share price in EUR)
Average daily trading volume
Number of issued ordinary shares at year-end (x 1,000)
122,938
120,265
Average number of outstanding shares (x 1,000)
121,606
118,445
5.588
4.619
Stock market capitalization (in EUR billion)
DEVELOPMENT BOSKALIS SHARE PRICE 2014,
AEX
48 INDEX REBASED TO BOSKALIS (in EUR)
ANNUAL REPORT 2014 – BOSKALIS
46
44
42
40
38
36
34
32
JAN
FEB
MRT
APR
MEI
JUN
JUL
AUG
SEP
OKT
NOV
Boskalis
DEC
AEX
revenue (in EUR million)
net profit (in EUR million)
CAPITAL EXPENDITURE (in EUR million)
490.3
3,144
3,167
12
365.7
36
2013
2014
2013
2014
209
301
2013
2014
Net capital expenditure
revenue by segment (in EUR million)
REVENUE BY GEOGRAPHICAL AREA (in EUR million)
405
271
Dredging & Inland Infra
Offshore Energy
274
The Netherlands
714
Rest of Europe
Australia / Asia
Towage & Salvage
Eliminations (-7)
Middle East
174
Africa
1,665
1,238
Disposals
North, Central and
South America
767
833
order book (in EUR million)
3,323
acquired orders (in EUR million)
3,286
2,785
2,941
FLEET UTILIZATION (in weeks per year)
44
43
44
40
36
16
2013
2014
2013
2014
2013
Hoppers
2014
Cutters
HTVs
1
annual report
2014
This Annual Report contains forward-looking statements.
These statements are based on current expectations,
estimates and projections of Boskalis’ management and
information currently available to the company. These
forecasts are not certain and contain elements of risk
that are difficult to predict and therefore Boskalis does
not guarantee that its expectations will be realized.
Boskalis is under no obligation to update the statements
contained in this Annual Report.
Some of the projects referred to in this report were
carried out in cooperation with other companies.
This is an English translation of the official Annual Report
in the Dutch language. In the event of discrepancies
between the two, the Dutch version shall prevail.
2
table of
contents
3
4
chairman’s statement
6
Boskalis at a glance
20
Report of the
Supervisory Board
30
Report of the Board
of Management
61
FINANCIAL STATEMENTS
2014
132
Other information
4
chairman's statement
Chairman’s
statement
Dear shareholders,
We look back on an exceptional year in which
many records were broken. Despite the very
challenging market conditions our revenue of
EUR 3.2 billion and net profit of EUR 490 million
mean that we concluded the best year in the history
of our company. A magnificent result to which all
the business units contributed, because over the
past year activities across our broad portfolio
turned in an excellent performance with good
fleet utilization and project results. A number
of exceptional gains also made a substantial
contribution to the result including settlement
results on old projects at Dredging and Salvage
and cancellation fees at Dockwise. Moreover
we succeeded in maintaining the level of the
order book, which stands at EUR 3.3 billion.
Many highlights
The Dredging & Inland Infra division worked hard and with success on a large number
of projects all over the world, including the port construction project Superporto do Açu
(Brazil), the Bronka port project in St. Petersburg (Russia), the SAAone project and the
reinforcement of the Hondsbossche and Pettemer Sea Defense (the Netherlands), the
JNPT port project in Mumbai (India), the Ichthys LNG export facility (Australia),
the deepening of the access channel to the port of Southampton (UK), and land
reclamation in Incheon (South Korea).
On project The Base in Qatar we used new innovative techniques to set a new
benchmark for using cutters to dredge very hard soil. In addition we successfully
achieved the contractual conclusion of the Gorgon project in Australia.
Major new contracts included Finger Pier 1 in Singapore, the Room for the River
project IJsseldelta in the Netherlands, the construction of the artificial island Pluit City
in Indonesia and the expansion of the Suez Canal in Egypt. These projects provide a
good foundation for the utilization of both the hopper and cutter fleet in 2015.
Offshore Energy
In the Offshore Energy division construction work on the West of Duddon Sands wind
farm in the Irish Sea was successfully completed, significant progress was made on
the Malampaya project in the Philippines, and various activities were executed in
connection with the DolWin offshore wind farm. For this last project we transported
5
a huge 15,000-tonne platform from Dubai to Norway. In the course
of 2015, we will tow the platform to the wind farm and install it.
In late 2014 we were awarded the contract for part of the
construction of the Wikinger wind park in the German section of
the Baltic Sea, a project on which a wide range of Boskalis and
Dockwise equipment will be deployed.
Over the past year Dockwise started work on the sizable
Wheatstone project with almost 50 transports from China and
Malaysia to Australia. Dockwise can reflect on a very busy year,
with the best result in the company’s history.
In early 2014 we expanded the Offshore Energy division with the
acquisition of Fairmount – five heavy anchor handling tugs, which
are already finding their way to clients through our numerous
distribution channels. The offshore equipment of Marine Services
saw frequent deployment with clients such as Heerema, Saipem
and Seaway Heavy Lift, while Subsea Services also had a busy
year with a very good utilization of the diving support vessels.
implemented at the Offshore Energy division and Boskalis
Nederland, with Salvage set to follow this coming year.
Execution of the Business Plan
Optimizing both the organization and the processes and systems is
a major topic in the Corporate Business Plan 2014-2016. We can
conclude after the first year that important steps have been taken
with the choice for the divisional structure and its implementation;
our Dutch Dockwise and Fairmount colleagues moving into our
office in Papendrecht; a new, tighter method of business reporting
and with the introduction of a single, standardized ERP system.
Furthermore, we further reduced the net debt to well below one
times EBITDA, despite the start of our share buy-back program and
our acquisition of a 20 per cent stake in Fugro. We are interested
in Fugro because of the strong market positions of its core
activities, its good reputation and the natural fit with our activities.
Outlook
If the past few years have taught us anything, it is that it has become
increasingly difficult to forecast developments. You only have to look
at last year’s roller coaster – the exchange rates of the US dollar,
2014 was an exceptional year for Towage. In the summer we
managed to complete the agreement with SAAM on combining our Swiss franc and euro, the coal price, the ruble, the steel price and,
last but not least, the oil price. A year ago no one would have
harbour towage operations in North and South America thereby
creating the joint venture SAAM SMIT Towage. In addition, as the believed an oil price of 50 to 60 dollars per barrel was possible.
Our company is therefore operating in fundamentally different
year edged towards its close, our joint venture Smit Lamnalco
reached an agreement on the acquisition of PB Towage in Australia, market conditions, certainly as far as the offshore sector is
and we signed an MoU with Kotug regarding the intended merger concerned. But it also puts pressure on infrastructure investments
in economies that are dependent on oil exports: Russia, Brazil,
of our combined towage operations in Northwest Europe. This
Nigeria and the Middle East. This however not only creates threats
partnership puts the finishing touch to our Towage strategy aimed
but it also offers opportunities for the acquisition of quality assets
at forming strategic partnerships with regional players. Through
the Smit Lamnalco, Keppel Smit Towage and SAAM SMIT Towage and even companies. Opportunities that we will weigh with
caution to ensure we preserve the good health of the company.
partnerships and the joint venture with Kotug we operate more
than 450 vessels in over 90 ports in 35 countries: truly a fabulous
On behalf of the Board of Management I want to thank all
group with a great spread.
colleagues for the tremendous effort they once again put in during
2014, as well as our clients, partners and shareholders for the trust
Salvage had a quiet year in terms of emergency response jobs,
they put in us.
but started 2014 with two prestigious wreck removal projects: a
jack-up platform off the coast of Angola and, closer to home, the
car carrier Baltic Ace off the Dutch coast.
Safety
The broadening of our activities into Offshore Energy and the
execution of the many projects did not affect our safety performance.
With the aid of our NINA safety program (No Injuries No Accidents) Peter Berdowski
we managed to further reduce our LTIF figure, from 0.11 in 2013 to
0.09 in 2014. We are extremely proud of the fact that the number
of accidents has fallen by more than 85% since NINA was first
introduced in 2010. In 2014 the NINA program was further
Towage & Salvage
6
boskalis
at a glance
Work on the Room for the River project, River IJssel
flood plains at Olst in the Netherlands
7
8
company profile
9
activities
10
strategy
16
shareholder
information
8
COMPANY PROFILE
Royal Boskalis Westminster N.V.
(Boskalis) is a leading dredging &
marine expert creating new horizons
for all its stakeholders.
In addition to our traditional dredging activities we offer a broad
range of maritime services for the offshore energy sector. In addition,
we provide towage services as well as emergency response and
salvage related services.
sustained growth. Our main clients are oil, gas and power
companies, port operators, governments, shipping companies,
international project developers, insurance companies and
mining companies.
As a partner we are able to realize complex infrastructural works
for our clients within the chain of design, project management and
execution, on time and within budget, even at vulnerable or remote
locations around the world. We strive for sustainable design and
realization of our solutions.
Boskalis has around 8,500 employees, excluding our share in
associated companies. The safety of our own employees and
those of our subcontractors is paramount. Boskalis operates a
progressive global safety program which is held in high regard in
the industry and by our clients. We operate on behalf of our clients
in over 75 countries across six continents. Our versatile fleet
consists of 1,000 vessels and equipment. Our head office is based
in the Dutch city of Papendrecht. Royal Boskalis Westminster N.V.
shares have been listed on Euronext Amsterdam since 1971 and
included in the AEX index.
Demand for our services is driven by growing energy consumption,
growth in global trade, growth in world population and climate
change. Boskalis operates worldwide but concentrates on seven
geographic regions which have the highest growth expectations
for the energy and ports markets. This spread gives us both a solid
foundation and the flexibility to be able to secure a wide range of
projects, as well as providing good prospects for balanced and
9
ACTIVITIES
Boskalis is renowned for its innovative approach and
specialist knowledge of environmentally friendly
techniques. With our great expertise, multidisciplinary
approach and extensive experience in engineering and
project management we have proven time and again
that we are able to realize complex projects on time
and within budget, even at difficult locations.
Lamnalco, which is 50% owned by Boskalis. These include
assistance with the berthing and unberthing of tankers at oil and
LNG terminals and additional support services such as pilotage,
subsea inspection and maintenance, firefighting, and the coupling
and uncoupling of terminal connections. With our versatile fleet of
over 450 vessels we assist vessels in over 90 ports in 35 countries,
including oil and chemical tankers, container ships, reefers, RoRo
ships and mixed cargo ships.
SALVAGE
DREDGING & INLAND INFRA
Traditionally, dredging is the core activity of Boskalis. It involves
all activities required to remove silt, sand and other layers from
the water bed and in some cases using it elsewhere, for example
for coastal protection or land reclamation. The services we
provide also include the construction and maintenance of ports
and waterways, and coastal defense and riverbank protection,
as well as associated specialist services such as underwater rock
fragmentation. In addition, Boskalis is active in the extraction of
raw materials using dredging techniques. Our global spread, high
professional standards, versatile state-of-the-art fleet and conscious
focus on cost efficiency have earned us a recognized position as
a global market leader in dredging.
In the Netherlands, Boskalis also operates as a contractor of dry
infrastructure projects. This involves the design, preparation (by
means of dry earthmoving) and execution of large-scale civil infra
works, such as the construction of roads and railroads, bridges,
dams, viaducts and tunnels. In doing so, we also perform specialist
works such as soil improvement and land remediation.
Through SMIT Salvage we provide services relating to the salvage
of ships and wreck removal. SMIT Salvage provides assistance to
vessels in distress and is able to spring into action at any time and
anywhere in the world. We are able to do so by operating out of
four locations which are strategically situated in relation to the main
international shipping routes: Houston, Cape Town, Rotterdam and
Singapore. Clearance of wrecks of sunken ships and offshore
platforms almost always takes place at locations where the wreck
forms an obstruction to traffic or presents an environmental hazard.
We have the advanced technology and expertise needed to remove
hazardous substances such as bunker fuel from wrecks and boast
a successful track record in salvaging ships and platforms under
challenging circumstances.
With the offshore services of Boskalis and our subsidiaries Dockwise
and Fairmount we support the activities of the international energy
sector, including oil and gas companies and providers of renewable
energy such as wind power. We are involved in the development,
construction, maintenance and decommissioning of oil and LNGimport/export facilities, offshore platforms, pipelines and cables
and offshore wind farms. In performing these activities Boskalis
applies its expertise in the areas of heavy transport, lift and
installation work, as well as diving and ROV services complemented
with dredging, offshore pipeline, cable and rock installation.
With VBMS (50% owned by Boskalis) we are a leading player
in the European market for offshore cable installation.
TOWAGE
In ports around the world assistance is provided to incoming
and outgoing oceangoing vessels through Boskalis’ joint ventures
and associated companies Keppel Smit Towage, SAAM SMIT
Towage and the forthcoming joint venture with Kotug. In addition
we offer a full range of services for the operation and
management of onshore and offshore terminals through Smit
OFFSHORE ENERGY
10
strategy
FOCUS
Boskalis operates around the world
and is a leading player in the field of
dredging, offshore energy and
maritime services. With its broad
portfolio of specialist activities
combined with innovative all-round
solutions Boskalis is both an expert
and a leader in its market segments.
Systematic execution of the strategy is
an important pillar underpinning
Boskalis’ success.
BOSKALIS
2014 - 2016
EXPAND
STRENGTHEN
In early 2014 Boskalis presented its Corporate Business Plan for 2014-2016 and in
the past year we have made good progress in realizing this plan. Updating the
strategy (Focus, Expand & Strengthen) in early 2014 was a natural consequence from
the completed 2011-2013 planning period in combination with the successful
acquisition of Dockwise in 2013. Boskalis can leverage its broad range of services to
‘push back boundaries’ for its clients, to cater their needs under increasingly complex
circumstances across the globe through optimum use of staff and equipment (‘assets’).
In the higher market segment there is demand for high-quality services and innovative
and sustainable solutions, with an increasing need to add more value. This ties in
seamlessly with our mission and vision.
MARKET DEVELOPMENTS
The Corporate Business Plan 2014-2016 was formulated with a clear view on the
long-term trends, with Boskalis also being mindful of the (strongly) fluctuating market
conditions in the short term. With regard to market developments we are currently
seeing a clear divide between the short and the longer term.
Developments in the short term are unstable and unpredictable. This was true to an
extreme degree in the past year, with the oil price dropping from over USD 110 a
barrel to below USD 50 in early 2015 in the space of a few months. In particular this
translates into reluctance to invest in new complex and costly offshore projects.
160
Offshore fields
not yet in production
120
Onshore fields
not yet in production
80
Offshore fields
in production
40
Onshore fields
in production
0
‘00
‘05
‘10
‘15
Figure 2: Oil & gas production in million barrels equivalent
‘20
‘25
‘30
11
In the medium to long term the global megatrends that underlie
our strategy will remain in force. Growth in global population and
wealth is of a structural nature and is the driver behind the growth
in global trade and demand for raw materials and energy.
These indisputable trends are the key drivers of long-term growth
in the ports and energy market segments. Positive developments for
Boskalis can be identified in two underlying trends: (i) despite the
slower growth in seaborne trade, there is demand for larger and
deeper ports with associated infrastructure to accommodate larger
oceangoing vessels with deeper drafts, and (ii) the growing demand
for energy and the associated increase in offshore exploration and
production, also in vulnerable regions, which in turn increases the
need for sustainable solutions.
The growing demand for energy and the – inevitable – associated
additional offshore exploration and production are evident from
research findings (see figure 2). The development of new offshore
fields will be required if production volumes are to be at least
maintained or increased. Despite the current relatively low oil
price, new offshore developments will still need to be started up if
demand remains stable.
Global population growth is fueling sustained structural demand
for our land reclamation and infra activities. Climate change is
forcing governments on several continents to take steps to protect
their populations against flooding and rising sea levels. As a result
we see growing demand for integrated sustainable solutions for
complete maritime infrastructures (for example Jakarta Bay in
Indonesia).
Boskalis continues to focus its activities and services (see figure 3)
on markets that demonstrate structural growth in the longer term.
The key activities are:
Dredging
Offshore Energy
The key market segments are:
Energy (oil, gas and wind)
Ports
STRATEGIC FRAMEWORK
The Boskalis strategy for 2014-2016 is a natural consequence
from our mission and vision.
We are a leading global dredging & marine expert that creates new
horizons for all our stakeholders. We offer a unique combination
of people, vessels and activities. Against the highest standards of
safety and sustainability, we provide innovative and competitive
all-round solutions for our clients in the offshore industry, ports and
coastal and delta regions.
With a broad, integrated range of maritime activities and
(logistical) services Boskalis holds a unique position in the global
maritime market. This translates into a host of opportunities with
both existing and new clients, the offshore oil and gas sector
being a case in point. We want to strengthen and expand this
position, for example by fully leveraging the synergies that exist
within the group and through organic and acquired growth.
Our 2014-2016 strategy for growth is based on three pillars:
Focus, Expand & Strengthen.
FOCUS
Energy
Ports
Other
The Focus pillar of our strategy is aimed at:
Value-Adding Assets
Specific market segments
Seven geographic regions
Offshore Energy
Towage & Salvage
Figure 3: Boskalis - breakdown of revenue by market segment and activity
The strength of Boskalis lies in its ability to deploy its equipment
(assets) to cater to both the top and the lower end of the market.
Boskalis will sustain its success as long as we use our broad range
of equipment, staff and competencies to provide a balanced
service to the various client groups. However, their requirements
vary widely, both within and between the market segments, which
means that choices have to be made. Boskalis focuses on ValueAdding Assets and having them available.
We have clients who need us to deliver integrated, innovative
services or turnkey solutions. In order to meet these client
requirements we need competencies that complement and
reinforce one another, such as risk management and engineering.
In addition we need to be able to act as lead contractor and
project management experience is essential. Boskalis is strongly
positioning itself on a global scale in this segment with its higher
margin potential and in doing so is moving towards the top of the
S curve (see figure 4).
Value-Adding Assets
12
in-port services such as harbour towage. In addition, we can be of
service to these same ship owners and operators as well as their
underwriting agents with our salvage capabilities.
Added Value
Geographic regions
ASSETS
Complexity
Figure 4: S curve - creating value with assets
At the bottom of the S curve we find clients looking for relatively
straightforward and standard services, such as equipment hire or
simple transportation. Cost leadership is an important precondition
in this segment. By operating our assets at various points on the
S curve we create a balance between the complex projects with a
higher margin at the top of the curve and the stable volumes at the
bottom, on balance allowing us to optimize the utilization of the fleet.
Specific market segments
Our core activities are focused on markets and market segments
where the opportunities for growth and expansion are greatest.
In each of these markets we offer our services both in combination
and separately.
Energy
The oil and gas market is very important in terms of both size and
growth potential. For oil and gas companies we create new land,
realize pipeline infrastructures and ports and take care of their
maintenance. We also execute offshore projects for these clients
and provide an ever-growing broad range of maritime services,
including subsea services, heavy and specialist transport, lift
and installation work. This enables us to use Dockwise vessels to
transport fully integrated offshore production facilities from Asia,
where they are built, to the other side of the world where we also
execute their installation. We also provide onshore and offshore
terminal services through our 50% holding in Smit Lamnalco. In
addition to this traditional segment the energy market comprises
the strongly growing renewables market, where the emphasis for
Boskalis lies on the construction of offshore wind farms, including
the installation of the wind turbine foundations and, through our
50% holding in VBMS, the cabling.
Ports
The design and construction of new ports and the expansion and
maintenance of existing ports on behalf of governments and port
operators is another important market. Here we bring our dredging
and earthmoving activities into play, with civil engineering work
at times also playing a major role. Dockwise is involved in the
transportation of port-related equipment such as container cranes,
and at the operational stage we provide shipping companies with
Within the market segments we target our services at seven
geographic regions. The key developments are taking place and
the best opportunities for our activities lie in:
1.
2.
3.
4.
5.
6.
7.
Northwest Europe
East and West Africa
Middle East
Southeast Asia
Australia
Brazil
Gulf of Mexico
EXPAND
The Expand pillar of our strategy is mainly focused on the Offshore
Energy activity. Despite the current conditions in the oil and gas sector,
with relatively low oil prices and reluctance on the part of the clients
to undertake major investments in new offshore projects, this market
segment offers a lot of opportunities in the longer term. Even in a
market that can be described as challenging in the short term there
are opportunities, like anti-cyclical investments or acquisitions.
Following the acquisitions of SMIT, Dockwise and Fairmount,
Boskalis is extremely well-equipped to supply clients in the offshore
energy sector under increasingly complex conditions with people
and own equipment globally. In addition the combination of assets
along with Boskalis’ project management experience and
engineering knowledge enables an accelerated realization of the
strategic ambition to carry out integrated Transport, Logistics &
Installation (TL&I) projects (see figure 5).
Transport
Exploration
Offshore Drilling Rigs:
Jack-Ups and Semi
Submersibles
+
Production
Fixed (jacket/topside)
& Floating structures
(FPSOs)
++
Refining &
processing
Shore side facilities:
LNG trains,
petrochemical facilities
+
Logistics
++
++
+
Decommissioning Fixed Structures
Renewables
Offshore Wind Farms
Installation
+
+
+
Figure 5: Growth opportunities in Transport, Logistics & Installation
Transport
Boskalis has a strong position in dry heavy marine transport,
for example of extremely heavy offshore platforms and Floating
Production, Storage and Offloading units (FPSOs). As stated in the
Corporate Business Plan 2014-2016 it is our ambition to selectively
expand this market position with assets to further strengthen the
broad Boskalis portfolio from wet towage to dry transport.
13
Superporto do Açu – building the biggest
port of South America in Brazil
Results:
In early 2014 we acquired Fairmount as part of the Expand strategy.
With five large anchor handling tugs we expanded our position in
wet towage. In early 2015 the White Marlin was taken into
service, a new Dockwise type I vessel with a deadweight of
72,000 metric tons. 2014 was a record year for Dockwise with
several high-profile large transports.
Installation
The transportation and subsequent installation of facilities (T&I) is a
large and interesting market where a great deal of knowledge and
experience is required. It particularly offers Boskalis opportunities
for employing its engineering knowledge, experience in risk
management and its versatile fleet.
Results:
We successfully expanded our T&I track record in 2014. In the
Philippines we carried out a significant part of the Malampaya
Boskalis particularly sees opportunities for growth in onshore
developments at remote locations. There is a global requirement for project for Shell, in Malaysia Dockwise successfully completed the
logistics services in connection with the shipping and installation of transport and float-over installation of the Tapis R topside, while
for example prefab modules for LNG production. Boskalis leverages the Heera topside was transported from Vietnam to India, where
it was installed. Dockwise transported a large offshore converter
the opportunities in this sector by combining its broad knowledge
station from the United Arab Emirates for which the float-over
of project management with its own specialist equipment.
installation is scheduled to take place in the second half of 2015.
Results:
To ensure the successful implementation of the growth strategy in this
In 2014 we also achieved various good results in Logistics.
The Gorgon project in Western Australia was successfully concluded sector Boskalis will make selective investments in assets such as
with the delivery of the final modules for the project. A lot of work marine transport equipment and ships with installation technology,
as well as in competencies. In the year under review we invested
was also carried out on the Ichthys project in Northern Australia,
in three new Giant barges, one of which has been further adapted
which we expect to conclude in late 2015. In 2014, we started
work on the sizable Wheatstone logistics project, involving a total into a self-propelled construction vessel with accommodation and
a crane with a lift capacity of 600 tons.
of almost 50 transports from Malaysia and China to Australia.
We notice in the market that this type of modular construction for
For our installation activities we have announced our intention to
projects in remote locations is very attractive and therefore offers
invest in specific equipment for the support of offshore construction
opportunities for the future.
work, such as multifunctional construction support vessels and lifting
capacity. We anticipate that the current market turbulence will
present not only threats, but also opportunities for the acquisition
Logistics
14
of interesting assets as well as companies. We will weigh such
opportunities with the necessary care.
STRENGTHEN
The Strengthen pillar of our strategy mainly concentrates on
Dredging & Inland Infra and Towage & Salvage. These activities are
focused on large market segments with structural growth. However,
we expect the pace of this growth to be slow in the short term.
Moreover, Boskalis’ scope for growth in Dredging is limited given
that it already holds a large share of this highly consolidated market.
Boskalis has a very strong global presence in the dredging market
with a modern and versatile fleet. This puts Boskalis in a good
position to take advantage of opportunities in the market. Relatively
modest replacement and other investments will enable Boskalis to
maintain and where appropriate expand its market position.
As per the beginning of the Business Plan 2014-2016 period, these
investments mainly concern a replacement mega cutter, two 4,500 m3
hoppers and the construction of a new jumbo backhoe.
business-specific characteristics and success factors:
Offshore Energy
Towage & Salvage
Results:
The new divisional model became effective on 1 January 2015 and
the implementation is proceeding well. The model together with the
harmonization of systems lays an important foundation for sustained
growth. The various steps are described in detail on pages 18 and 19.
Stake in Fugro
Boskalis entered the 2014-2016 Business Plan period with a
sound balance sheet and a healthy cash flow. This starting
position allows room for investment, but also gives us the option of
responding to interesting opportunities in the market. It is against
this background that Boskalis acquired an interest in Fugro in late
2014, a stake which is now 20 per cent. The strategy of Boskalis
is focused on offshore and (maritime) infrastructure, making use of
the combination of high-end know-how and maritime assets. This
fits very well with the activities of Fugro. The two companies have
a lot in common in the area of assets, knowledge, capital intensity,
Results:
In terms of equipment Boskalis took a medium-sized hopper with a global coverage, client base and are both global leaders in niche
capacity of 4,500 m³ into service in mid-2014 and a second early markets. We support the strategy of Fugro as realigned in
November 2014 and announced recently that our stake is not a
2015 and construction work on the mega cutter is continuing
prelude to the launch of a bid.
apace. In addition, in the past year Boskalis was awarded the
sizable contract for the Suez Canal expansion under competitive
conditions, as well as recently acquiring the contract for the Pluit
In conclusion
City project off the coast of Jakarta in Indonesia. At Inland Infra
A total capital expenditure program of around EUR 500 million is
we sold the De Jong road maintenance activities, testament to the
projected for the existing activities for 2015 and 2016, excluding
fact that we engage in active and dynamic portfolio management. acquisitions. This is in line with depreciation. A healthy balance
sheet is essential, whereby we aim for a net debt : EBITDA ratio in
a range of 1 to 1.5. We are committed to a stable dividend policy
Towage & Salvage
Under the Corporate Business Plan the emphasis at Harbour Towage for our shareholders. In light of the uncertain market conditions
and the acquired stake in Fugro we consider it prudent to suspend
lies on the further development and strengthening of regional
partnerships, with the focus also set on an efficient cost and capital the share buy-back program for the period of one year.
structure. The terminal activities of Smit Lamnalco make a major
contribution to the growth of these activities. Boskalis will make
further investments in these partnerships as and when opportunities
arise. At Salvage the group’s global network is brought into play
for the emergency response activities while Boskalis’ engineering
and contract and risk management expertise are used in wreck
removal projects.
Results:
In the past year major steps have been taken in the further roll-out of
the joint venture model for Towage. These include the establishment
of the joint venture with SAAM for the North and South America
region, the acquisition by Smit Lamnalco of PB Towage, the secondlargest player in Australia, and the announcement of the intention
to establish a joint venture for the combined European harbour
towage operations of Kotug and SMIT. Please refer to page 28
and 29 for further details on the towage joint ventures.
Organization
Furthermore, the Strengthen pillar is aimed at streamlining the
organization in order to reinforce the focus on the business.
A new organizational structure has been put in place with three
divisions, each with its own operational support functions, such as
engineering, fleet management and crewing. The divisions have
15
Preparing the seabed for the installation of a platform
off the coast of the Philippine island of Palawan
16
SHAREHOLDER
INFORMATION
It is important to us that the value of our share
adequately reflects our performance and the
development in our markets. We therefore strive
to inform our stakeholders as completely and
transparently as possible about our strategy and
policy and the ensuing financial performance.
OPEN DIALOG
Transparent and regular communication with our stakeholders is something
we value highly. We consider our financial stakeholders to include existing
and potential shareholders, other investors and their brokers as well as the
media. It is important to us to provide them with clear and accessible
information. The Boskalis share is covered by the major Dutch brokers as well
as a number of foreign brokers and their analysts, whom we also consider
as financial stakeholders. They aim to provide their clients with good advice
and information about our company and the general developments in the
markets that are relevant for us. Questions from stakeholders are answered
candidly and wherever possible we take the initiative in raising important
issues; for example following an important announcement we contact
shareholders proactively. We maintain regular contact with major investors
17
and analysts, for example by organizing annual visits to project
sites or vessels. In 2014 we held approximately 300 meetings
with investors from Western Europe, the United States, Australia
and Canada, both during roadshows and conferences and in
one-on-ones. Meetings with investors and analysts are held using
publicly available presentations, and stock price-sensitive
information is never shared.
DUTCH INVESTOR RELATIONS AWARD
At the presentation of the Dutch IR Awards 2015 in early January
Boskalis received an honorable award. Martijn Schuttevâer,
Director of Investor Relations at Boskalis, was chosen as best IR
professional in the AEX-Index, as he was in 2013. The Dutch IR
Awards are presented each year by the Dutch Society for Investor
Relations (NEVIR) to companies and professionals that excel in
maintaining their relationships with investors an analysts by means
of good and clear disclosure, accessibility, knowledge and
reliability.
CORPORATE WEBSITE
Our corporate website provides a constantly updated source of
information about our core activities and ongoing projects. The
Investor Relations section offers share information and other
developments relevant to shareholders, as well as the latest and
archived press releases and analyst and company presentations.
Next 150 index and the STOXX Europe 600 Index.
Tickers: Bloomberg: BOKA:NA, Reuters: BOSN.AS
In 2014, around 90 million Boskalis shares were traded on Euronext
Amsterdam (2013: 87 million). The average daily trading volume
in 2014 was over 354,000 shares. In the course of 2014 the share
price rose by 18% from EUR 38.41 to EUR 45.45. The market
capitalization increased by 21% compared to the end of 2013
to EUR 5.59 billion.
SHAREHOLDERS
The following shareholders are known to have been holders of at
least 3% in Boskalis as at 31 December 2014:
HAL Investments B.V.: 34.52%
Sprucegrove Investment Management Limited: 4.93%
Marathon Asset Management: 3.78%
Standard Life Investments Plc: 3.32%
Oppenheimer Funds, Inc.: 3.07%
Sarasin & Partners LLP: 3.01%
Besides these large shareholders, an estimated 18% of the shares are
held by shareholders in the United Kingdom, 6% in the Netherlands,
5% in the United States and Canada and the remainder in mainly
France, Germany and Scandinavia.
DIVIDEND POLICY
Boskalis’ authorized share capital of EUR 240 million is divided
into 200 million shares, comprising 150 million ordinary shares
and 50 million cumulative protective preference shares. The issued
capital as at 1 January 2014 consisted of 120,265,063 ordinary
shares.
Seventy-five per cent (75%) of shareholders opted to have their
2013 dividend distributed in the form of a stock dividend, in light
of which we issued 2,672,757 new shares on 11 June 2014.
Within the framework and based on the principles of its Corporate
Business Plan 2014-2016 in early 2014 Boskalis announced its
intention to execute a share buy-back program involving up to
10 million shares. On 14 August 2014 the program started and
in the course of the year 629,123 shares were repurchased at an
average price of EUR 40.76. The program is subject to the
development of the financial results and maintaining the desired
balance sheet ratios, whereby we aim for a net debt : EBITDA
ratio within a bandwidth of 1 to 1.5. We are committed to a
stable dividend policy for our shareholders. In light of the
uncertain market conditions and the acquired stake in Fugro we
consider it prudent to suspend the share buy-back program for
the period of one year.
On balance, the issued share capital as at 31 December 2014
consisted of 122,937,820 ordinary shares of which 629,123
ordinary shares were repurchased.
Royal Boskalis Westminster N.V. shares are listed on Euronext
Amsterdam and are included in indices such as the Euronext
The main principle underlying the Boskalis dividend policy is to
distribute 40% to 50% of the net profit from ordinary operations
as dividend. At the same time Boskalis aims to achieve a stable
development of the dividend in the longer term. The choice of
dividend (in cash and/or entirely or partly in shares) takes into
account both the company’s desired balance sheet structure and
the interests of shareholders.
FINANCIAL AGENDA 2015
12
12
12
14
15
March
Publication of 2014 annual results
May
Trading update on first quarter of 2015
May
Annual General Meeting of Shareholders
May
Ex-dividend date
MayRecord date for dividend entitlement (after market
close)
1 JuneFinal date for stating of dividend preference
4 JuneDetermination and publication of conversion rate
for dividend based on the average share price
on 2, 3 and 4 June (after market close)
9 June
Date of dividend payment and delivery of shares
20 August
Publication of 2015 half-year results
13 November Trading update on third quarter of 2015
SHARE INFORMATION
18
DIVISIONAL MODEL
STRENGTHENS BUSINESS FOCUS
In March 2014 Boskalis announced a
review of its organizational structure
as part of the Corporate Business Plan
2014-2016. Given the strong growth in
the past years the step was a condition
for enabling further growth in a
responsible way. As from 1 January
2015 Boskalis comprises three
divisions: Dredging & Inland Infra,
Offshore Energy and Towage &
Salvage.
“As a result of the acquisitions of SMIT, MNO Vervat, Dockwise and Fairmount our
organization has grown considerably in a short space of time and the business
structure and processes have become more complex,” said Group HR director
Jan den Hartog. “This necessitated a review of our original organizational
structure. One of the results of this review has been the introduction of a divisional
model in which each division has its own operational support functions, such as
tendering, engineering, fleet management and crewing. We started working out
the details of the new structure in the spring of 2014 with the actual
implementation taking place on 1 January 2015.”
Market-specific dynamics
The three-division structure is based on the business-specific characteristics and
success factors of the divisions’ different activities. “The new operational model
allows us to further streamline the business units and reinforce the focus on clients
and projects. On Offshore Energy projects the emphasis is different than for
dredging,” explained Den Hartog. “As an indication, on an offshore project over
80% of the available time and resources is spent on calculations and precision
19
engineering, with the actual execution only taking up a relatively small part in
comparison. In the case of most dredging projects this ratio is reversed.” The activities
of the divisions are also characterized by for example the deployment of own equipment
within the division.
Synergies
“Although the divisions work autonomously from one another, where possible we pool
the competencies,” continued Den Hartog. “There is a lot of of scope for crosspollination by using each other’s knowledge and expertise.” Recent offshore projects
such as Malampaya, DolWin II and Wikinger demonstrate that the various specialisms
complement each other well. The broad knowledge surrounding survey techniques
gleaned from dredging and our many years of experience in the area of soil mechanics
can be applied to great effect on offshore Transport & Installation projects. On the
Suez Canal expansion the disciplines also reinforce one another, for example during
the comprehensive mobilization, which involved the deployment of several Dockwise
transport vessels. Den Hartog emphasized that synergy between the divisions is not an
end in itself. “We work together where we can, but the divisions perform their activities
completely autonomously,” he said. “To enable this, tasks which were previously
handled at group level, such as tendering, engineering and crewing, have now been
transferred to the divisions. This results in clear ownership of people and equipment,
and enables us to focus more effectively on the specific demands of the various markets.”
RELOCATION completed
The new office building of the
Dredging & Inland Infra division
The various acquisitions have resulted in a strong increase in the number of employees
in light of which the Papendrecht campus has undergone major expansion with a new
office building. “In January 2015 we embarked on a major relocation plan to ensure
that everyone literally and figuratively got their own place in the new divisional structure,”
said Den Hartog. “First of all, in February 2015 the employees of the Dredging & Inland
Infra division moved into the new building where all the division’s disciplines are housed
together under the same roof. This paved the way for the move of the Dockwise and
Fairmount employees to Papendrecht, who form part of the Offshore Energy division,
which also has its own building on the campus. The entire relocation operation will
be completed in the second quarter of 2015.”
Harmonization
Along with the implementation of the new organizational structure Boskalis has started
harmonizing various business processes and support systems, a process in which the
drive for efficiency and good information provision and communication are key. “An
important part of this process is aligning the various ICT applications,” said Den Hartog.
“We have started implementing a new ERP system (Enterprise Resource Planning) to
replace the various systems used by the former companies. As part of this process the
various HR systems, which are currently still in use, will be replaced by a single
integrated employee information system.”
Cohesion
The Boskalis activities relating to towage services and salvage work were transferred
to the Towage & Salvage division with effect from 1 January 2015. “In practice not a
lot will change for this division,” said Den Hartog. Furthermore he does not expect the
introduction of the divisional model to create an ‘island culture’ within Boskalis. “On
the contrary,” he said. “The findings of the internal culture survey, which we conducted
prior to this process, show a great deal of similarity between the profiles of the Boskalis
employees and those of their colleagues at the relevant companies. We expect that
the introduction of the divisional model can reinforce the cohesion already present.”
20
report of
the supervisory
board
Dredging work for the construction of the Hondsbossche
and Pettemer Sea Defense in the Netherlands
21
22
report of the
supervisory board
report of the supervisory board
The Supervisory Board wishes to thank all
employees and the Board of Management of
Boskalis for their outstanding achievement in
2014. The Board compliments them on the
accomplished record results.
In accordance with Article 27 of the Articles of Association of Royal Boskalis
Westminster N.V., the Supervisory Board presents the 2014 annual report to
the Annual General Meeting of Shareholders. The annual report, including
the financial statements and the management statement, was drawn up by
the Board of Management. The financial statements are accompanied by
the report of the company’s external auditor Ernst & Young Accountants LLP,
which is included on pages 128 to 131 of this report.
We recommend the following to the Annual General Meeting of Shareholders:
The adoption of the financial statements, including the proposed profit
appropriation;
The discharge of the members of the Board of Management in respect of
their management activities during 2014;
The discharge of the members of the Supervisory Board for their
supervisionof management during 2014; and
The distribution to shareholders of a dividend of EUR 1.60 per ordinary
share to be paid in ordinary shares, unless the shareholder opts to receive
a cash dividend.
COMPOSITION OF THE BOARD OF MANAGEMENT
At the start of the 2014 reporting year the Board of Management consisted
of five members. On 13 May 2014 Mr. A. Goedée resigned as member of
the Board of Management having concluded his one-year term of appointment.
There were no other changes to the composition of the Board of Management
during the year under review.
COMPOSITION OF THE SUPERVISORY BOARD
In 2014 the Supervisory Board consisted of six members. On 13 May 2014
the Annual General Meeting considered the re-appointment of
Mr. H.J. Hazewinkel, on the recommendation of the Supervisory Board.
Supported by the Works Council, the Annual General Meeting re-appointed
Mr. H.J. Hazewinkel to the Supervisory Board for a period of four years.
There were therefore no changes to the composition of the Supervisory
Board during the year under review.
ACTIVITIES OF THE SUPERVISORY BOARD
The Supervisory Board held five regular meetings with the Board of Management
of the company and scheduled two additional meetings, of which one by
conference call. The attendance rate at the meetings of the Supervisory Board
is 92.86%. One member has been unable to attend two meetings due to
23
The Supervisory Board examined the company’s strategy and the
risks associated with it. During the year under review a separate
meeting of the Supervisory Board was organized to discuss the new
Corporate Business Plan of the Board of Management. After approval
by the Supervisory Board the strategy was incorporated in the new
Corporate Business Plan for 2014-2016. The Audit Committee
regularly assessed the structure and operation of the internal risk
management and control systems associated with the strategy and
discussed these with the Supervisory Board. No significant changes
were made to the internal risk management and control systems
during the year under review. In this context the Supervisory Board
Permanent items on the agenda of the Supervisory Board are: the devoted attention to the company’s overall insurance situation,
development of the results, the balance sheet, the safety performance, following the integration of SMIT, MNO Vervat, Dockwise and
Fairmount. Further information about the company’s risk management
and industry and market developments.
can be found at pages 49 to 54 of this annual report. Furthermore
the Supervisory Board discussed the company’s new organizational
With regard to the market developments, the order book and
potential large projects as well as the status of important contracted structure as one of the elements of the Corporate Business Plan.
projects are discussed. During the year under review subjects
In 2014 the Supervisory Board gave consideration to the acquisition
discussed included the contracting of large projects such as the
of the activities of Fairmount and the conclusion of a joint venture
Suez Canal expansion in Egypt, the Wikinger wind farm project in
Germany, the IJsseldelta project in the Netherlands and the salvage agreement with SAAM for the joint operation of harbour towage
of the jack-up platform Perro Negro off the coast of Angola and the activities in Canada, Central and South America, as well as the
intended transaction to continue the harbour towage operations in
car carrier Baltic Ace in the North Sea, as well as the execution of
projects such as the Hondsbossche and Pettemer Sea Defense in the Germany, the Netherlands, Belgium and London with Kotug. In
addition a great deal of attention was paid to the acquisition of a
Netherlands, Malampaya in the Philippines, Superporto do Açu in
strategic stake in Fugro N.V. The activities of Fugro are consistent
Brazil and Lelydorp in Suriname. Furthermore also the settlement
with the company’s strategy and are a good fit with Boskalis’
effects of projects, which were already technically concluded, like
operations. During the year under review the share buy-back
the Gorgon project in Australia, have been discussed. In these
program proposed by the Board of Management to acquire its
discussions the Supervisory Board devoted attention to the various
operational, geopolitical and financial risks, and, where applicable, own shares in the company was also a topic of discussion of the
Supervisory Board. On 13 May 2014 the General Meeting of
judged provisions made by the Board of Management.
Shareholders authorized the repurchase of up to 10% of the
Other topics under scrutiny in 2014 included the corporate budget, company’s total issued share capital in the period 2014-2016.
liquidity, acquisition and investment proposals, the organizational The program is subject to the development of the financial results
and to the desired balance sheet ratios being maintained.
structure and the staffing policies.
personal circumstances and one member could not be present on
one of the extra meetings due to other commitments. The Supervisory
Board also met several times without the Board of Management
being present. During the year under review no Supervisory Board
members were absent from meetings due to a potential conflict of
interest. The Supervisory Board held its meetings to discuss the
annual and half-year results in the presence of the external auditor.
During the year under review the General Meeting of Shareholders
appointed Ernst & Young Accountants LLP as the company’s external
auditor with effect from 1 January 2014.
During the year under review the Supervisory Board paid a
working visit to Qatar. During this visit the Supervisory Board
familiarized itself with the activities of the various Boskalis business
units in the Middle East, including Smit Lamnalco. In the course of
With regard to the safety policy the Supervisory Board was given a doing so extensive attention was paid to the market trends and
presentation on the development and further rollout of the company’s possible new projects in the region. In addition the Supervisory
Board visited the project The Base in Doha, where the company is
safety program NINA (No Injuries No Accidents) and discussed
constructing two navigation channels. The chairman of the
the way this program will be implemented at the new business
Supervisory Board also paid a visit to the Dockwise vessel the
units of the company.
Vanguard.
Attention was also paid to corporate social responsibility, with a
comprehensive discussion by the Supervisory Board of the Boskalis A number of Supervisory Board members met with the Works
Corporate Social Responsibility report. In this context the Supervisory Council to discuss the results, the corporate strategy, the market
Board also monitored the further rollout of the procedures connected developments and the current situation in relation to the pension
funds as well as the effects of the integration with MNO Vervat
with anti-corruption legislation as well as the introduction of new
and Dockwise.
agent contracts.
Special attention was paid to the company’s policy on safety,
health and the environment as well as the societal aspects of doing
business.
24
Activities during 2014
The Supervisory Board has instituted three core committees – the
Audit Committee, the Remuneration Committee and the Selection
The Audit Committee in full met on three occasions during 2014.
and Appointment Committee. They performed their tasks as follows: Regular topics discussed during these meetings included: the 2013
financial statements, the (interim) financial reporting for the 2014
financial year, the results relating to large projects and operating
AUDIT COMMITTEE
activities, developments in IFRS regulations, in particular those
relating to joint venture accounting, risk management and control,
Members of the Audit Committee
developments in the order book, share price developments, the
At the beginning of the year under review the Audit Committee
repurchase of the company’s shares, the financing and liquidity of
consisted of two members: Mr. Niggebrugge (chairman) and
the company and cost control.
Mr. Van Wiechen. On 13 May 2014 Mr. Hessels was appointed
as third member of the Audit Committee. Mr. Niggebrugge fulfills
Other topics of discussion included the impact of the situation on
the role of financial expert in the Audit Committee.
the financial markets, insurance matters, the company’s tax position,
the internal control procedures and administrative organization,
Duties and responsibilities of the Audit Committee
the relevant legislation and regulations and the Corporate
The main duties of the Audit Committee are to advise the
Governance Code. The follow-up of the Management Letter issued
Supervisory Board on:
by the external auditor as part of the audit of the 2013 financial
Supervising,
monitoring
and
advising
the
Board
of
Management

statements was also discussed.
concerning the operation of the internal risk management and
control systems, including the supervision of compliance with
In addition, the Audit Committee focused more specifically on the
the relevant legislation and regulations, and supervision of the
refinancing of the company and the transfer of the administration of
operation of the codes of conduct.
the pension scheme from the company pension fund to the multi Supervising the provision of financial information by the
sector pension fund PGB. Extra attention was also paid to the further
company, the tax planning, the application of information,
strengthening and integration of the accounting and reporting
communication and communication technology, and the
processes and systems within the group in the context of the
financing of the company.
acquisitions made in recent years.
Maintaining regular contacts with the external auditor and
supervising the relationship with the external auditor as well as
the compliance with and implementation of the external auditor’s Together with the internal auditor the Audit Committee discussed
the activities performed by the internal auditor during 2014 as
recommendations.
well as the internal Audit Plan for 2015.
Nominating
an
external
auditor
for
appointment
by
the
General

Meeting of Shareholders.
In addition to the chairman of the Board of Management and the
The financial statements, the annual budget and significant
Chief Financial Officer, the Group Controller and the external
capital investments by the company.
auditor were also present at the meetings of the Audit Committee.
Supervising
the
functioning
of
the
internal
audit
function.

25
Reports and findings of the meetings of the Audit Committee were
presented to the entire Supervisory Board.
REMUNERATION COMMITTEE
Members of the Remuneration Committee
The Remuneration Committee consists of two members:
Mr. Van Woudenberg (chairman) and Mr. Kramer.
The Remuneration Committee regularly avails itself of the
services of an independent remuneration adviser selected by
the Supervisory Board, and ascertained that this remuneration
adviser does not provide advice to the members of the Board
of Management.
Duties and responsibilities of the Remuneration Committee
The Remuneration Committee performs the following duties:
Submitting proposals to the Supervisory Board concerning the
remuneration policy to be pursued for the members of the Board
of Management. The policy is submitted to the General Meeting
of Shareholders for approval.
Investigating whether the agreed remuneration policy is still up
to date and if necessary proposing policy amendments.
Submitting proposals to the Supervisory Board concerning the
remuneration of individual members of the Board of
Management (in accordance with the remuneration policy
adopted by the General Meeting of Shareholders).
Preparing the remuneration report on the remuneration policy
pursued, subject to adoption by the Supervisory Board.
The Remuneration Committee met on two occasions during 2014,
with both members attending all the meetings. In addition the
Committee also held regular consultations outside these meetings.
Further details of the activities of the Remuneration Committee can
be found in the 2014 Remuneration Report.
Remuneration policy for the Supervisory Board
The remuneration policy for the Supervisory Board was adopted
by the General Meeting of Shareholders on 10 May 2012.
During the year under review the remuneration policy was executed
in accordance with the remuneration policy as adopted.
The Remuneration Report 2014 can be found on the website.
SELECTION AND APPOINTMENT COMMITTEE
Members of the Selection and Appointment Committee
The Selection and Appointment Committee consists of two
members: Mr. Hessels (chairman) and Mr. Van Woudenberg.
Duties and responsibilities of the Selection and Appointment
Committee
The duties of the Selection and Appointment Committee concern
the following matters:
Drawing up selection criteria and appointment procedures with
respect to members of the Supervisory Board and members of
the Board of Management of the company.
Conducting a periodic assessment of the size and composition
of the Supervisory Board and the Board of Management and
drawing up the profile.
Conducting a periodic assessment of the functioning of
individual members of the Supervisory Board and Board of
Management and reporting thereon to the Supervisory Board.
Proposing appointments and re-appointments.
Supervising the policy of the Board of Management with respect
to selection criteria and appointment procedures for the senior
management of the company.
In 2014 the Selection and Appointment Committee held one
meeting in full. In addition, the Committee consulted by telephone
on several occasions. During the year under review, the Selection
and Appointment Committee discussed a balanced composition of
and succession planning for the Board of Management and the
composition and size of the Supervisory Board, bearing in mind
the Board’s profile and retirement rota.
According to the Supervisory Board retirement rota, the term of
office of Mr. Hazewinkel ended in 2014. The Supervisory Board
simultaneously informed both the shareholders and the Works
Council of the resulting vacancy. Mr. Hazewinkel let it be known
Reports and findings of the meetings of the Remuneration
that he was available for re-appointment. The Supervisory Board
Committee were presented to the entire Supervisory Board.
proposed to the General Meeting of Shareholders that
Mr. Hazewinkel be re-appointed to the Supervisory Board. The
Remuneration policy for the Board of Management
proposal to re-appoint rested on the fact that Mr. Hazewinkel has
The remuneration policy for the Board of Management was
extensive experience as a member of the Supervisory Board and
adopted by the Extraordinary General Meeting of Shareholders
puts this membership into practice with great expertise. The
on 21 January 2011. The remuneration policy is consistent with
recommendation to re-appoint Mr. Hazewinkel was in accordance
the strategy and core values of Boskalis, which are centered on
with the law and the company’s Articles of Association. The
long-term orientation and continuity, and take into account the
recommendation to re-appoint Mr. Hazewinkel had the full support
interests of Boskalis’ shareholders, clients, employees as well as
the ‘wider environment’. Throughout 2014 the remuneration policy of the Works Council. On 13 May 2014, the General Meeting of
Shareholders re-appointed Mr. Hazewinkel for a period of four
was executed in accordance with the remuneration policy as
years.
adopted by the Extraordinary General Meeting of Shareholders.
The full text of the Remuneration policy as well as the Remuneration
Furthermore, the Selection and Appointment Committee discussed
Report 2014 can be found on the website.
the extension of the term of appointment of Mr. F.A. Verhoeven as
a member of the Board of Management. The Supervisory Board
During the year under review meetings were also held with the
external auditor without the company’s Board of Management
being present. The Audit Committee discussed the audit fees and
the audit approach with the external auditor. The Audit Committee
also established the independence of the external auditor.
26
adopted this proposal and, having sought the opinion of the
General Meeting of Shareholders, on 13 May 2014 extended
Mr. Verhoeven’s appointment to the Board of Management until
the General Meeting of Shareholders in 2016.
A further topic of discussion was the re-appointment of
Mr. T.L. Baartmans as a member of the Board of Management.
The experience of Mr. Baartmans and the competent and
conscientious way in which he performs his job led the Supervisory
Board to decide to submit the proposed resolution to re-appoint
Mr. Baartmans for a period of four years for discussion by the
General Meeting of Shareholders to be held on 12 May 2015.
Reports and findings of the meetings of the Selection and
Appointment Committee were presented to the entire Supervisory
Board.
DUTCH CORPORATE GOVERNANCE CODE
Since the introduction of the Dutch Corporate Governance Code
(the “Code”) in 2004, the principles of proper corporate
governance and best practice provisions set out in the Code have
regularly been discussed at Supervisory Board meetings. The
principal points of the Boskalis Corporate Governance policy can
be found on pages 56 and 57 of this annual report.
In the opinion of the Supervisory Board, the provisions of the Code
regarding the independence of the members of the Supervisory
Board have been complied with. The Supervisory Board considers
Mr. van Wiechen not to be independent in the light of the Code.
Outside the presence of the board members, the Supervisory Board
discussed the performance of the Board of Management. It also
discussed the performance of the Supervisory Board, the chairman
of the Supervisory Board, the three committees and the individual
members of the Supervisory Board as compared to the profile.
This evaluation took place with the aid of a questionnaire as well
as through collective and bilateral discussions between the members
of the Supervisory Board, the chairman of the Supervisory Board
and the chairman of the Board of Management. In its opinion the
Supervisory Board functions well, with a few minor points for
improvement in 2015.
The Supervisory Board wishes to thank all employees and
the Board of Management of Boskalis for their outstanding
achievement in 2014. The Board compliments them on the
accomplished record results.
Papendrecht/Sliedrecht, 11 March 2015
Supervisory Board
Mr. J.M. Hessels, chairman
Mr. H.J. Hazewinkel, deputy chairman
Mr. M.P. Kramer
Mr. M. Niggebrugge
Mr. J.N. van Wiechen
Mr. C. van Woudenberg
27
The Dockwise Vanguard loaded with the FPSO Goliat
with a diameter of 107 meters
28
Global towage operations
with a platform for growth
The joint venture between SMIT and Kotug for
the European harbor towage services
announced in December 2014 forms the last
building block of our towage joint venture
strategy. We now have five joint ventures
providing harbour towage and terminal
services, giving us a prominent presence on all
continents. We provide our services to clients
in more than 90 major ports in 35 countries.
The joint venture fleet of 450 ships and around
4,500 experienced crew generates a revenue
of approximately 1 billion US dollars. This
places us among the top global operators and
provides us with a strong platform for further
growth.
Keppel Smit Towage
The origins of our towage activities lie in Rotterdam with our subsidiary SMIT.
Long before its takeover by Boskalis in 2010 SMIT already had a presence in
major ports on several continents, with for example the Keppel Smit Towage
joint venture in Southeast Asia having been a stable and reliable partner in
the ports of Singapore, Malaysia and Indonesia for many years now. We have
built up a strong position in this region and are expanding our activities
where possible.
Smit Lamnalco
Following the acquisition of SMIT we pursued our plan to establish more
regional joint ventures for the towage and terminal activities. The establishment
of Smit Lamnalco in 2011, resulting from the merger of Lamnalco and the
terminal activities of SMIT, was the first major step. This combined company
traditionally focuses on the Middle East and West Africa, providing terminal
services to the oil and gas industry. Smit Lamnalco is well equipped to
operate in remote areas under challenging conditions against the highest
standards applicable in the oil and gas industry. Our Corporate Business
Plan 2014-2016 states that we aim for further growth through consolidation
and that we are prepared to invest in this. It is our view that the activities
have more clout when they are placed at arm’s length in joint ventures.
29
These activities generate a stable cash flow, which means that they are able to raise
capital independently in order to finance growth. A good example of this is Smit
Lamnalco’s recent acquisition of PB Towage, the second-largest provider of towage
services in Australia. We envisage a new cluster of activities emerging in this region for
Smit Lamnalco, which is already active in Papua New Guinea and Gladstone in Australia.
SAAM SMIT Towage
Our harbour towage services have a prominent presence in the Americas through
our SAAM SMIT Towage joint venture, established in July 2014. The new combined
company is active in all the major ports of Brazil, Mexico, Panama and on the west
coast of Canada. The merger has created a leading regional player with a great
ability to respond to developments in the market. In addition, SAAM SMIT Towage
is able to benefit from the economies of scale resulting from the merger.
Europe
We had been on the lookout for a good partner in Europe for some time.
The announcement in December 2014 of our intention to form a partnership with Kotug
is the realization of our ambitions to extend the effective and efficient provision of our
towage services to clients in the major ports of Northwest Europe. We expect to further
shape this partnership in 2015.
Stable market, stable cash flow
The global market for towage services is a stable and mature market, which enables
our towage activities and terminal services to generate a stable cash flow. The fleet is
relatively young, which means that no major replacement investments are needed.
There are, however, differences between the two activities. In the ports we provide
harbour towage services to a large number of clients, usually under short-term contracts
which are primarily governed by availability and price. By contrast, at oil and gas
terminals we supply a range of services to a single client (the terminal operator), often
at remote locations. In addition to towage services we provide pilotage, maintenance
and firefighting services. These contracts are often long term, sometimes for periods
longer than 10 years.
The stable cash flow enables the joint ventures to finance themselves very efficiently
with a relatively high proportion of debt, which has a positive impact on the return on
invested capital. It also enables the joint ventures to effectively achieve independent
growth and development.
Key figures
Based on full year 2014 and a 100 per cent interest, the combined key figures of
the Towage activities were:
2014
(In EUR million)
Revenue
641
EBITDA
256
EBIT
160
Order book
Net debt
1,226
622
Included are the European activities of SMIT, SMIT Americas (Q1 and Q2) and the
joint ventures SAAM SMIT Towage (Q3 and Q4), Keppel Smit Towage and Smit
Lamnalco all on a 100 per cent basis. Including the activities of PB Towage and
the intended joint venture with Kotug, the total revenue amounts to approximately
1 billion US dollars in 2014.
30
report of
the board of
management
31
32
Market developments
33
Financial
performance
44
ORGANIZATIONAL
DEVELOPMENTS
48
CORPORATE SOCIAL
RESPONSIBILITY
49
Risk management
56
CORPORATE
GOVERNANCE
58
Outlook
59
Statement of
Directors’
responsibilities
32
report of the board of management
market
developments
The markets in which Boskalis
operates are driven by growth
in the world’s population and
prosperity, pushing up global
trade and energy consumption.
In addition there are the
irreversible effects of climate
change. Boskalis responds to
these trends.
We see a stable market picture in terms of large-scale maritime infrastructure projects
and the developments in and around ports. The tender pipeline with capital dredging
projects for the expansion and deepening of ports and waterways, land reclamation
projects and tunnel developments looks positive, while maintenance work has a strong
recurring nature. In large ports the development of the number of shipping movements
and thus the demand for towage services is likely to remain stable in the coming
years. Based on this market assessment, conditions in the Dredging & Inland Infra
and Towage markets are expected to remain stable.
In terms of developments in the offshore energy market we can see a difference
between the short and the long term. The short term is strongly impacted by the low
oil price, which is causing oil majors to postpone investment decisions realting to
complex and costly offshore projects. However, in the medium to long term the
development of prosperity and economic growth will drive the demand for energy.
In the short term activities aimed at the capacity-driven spot markets such as Subsea
Services and Transport are expected to be hit hardest. The picture at Marine
Contracting and Subsea Contracting is more favorable, fuelled by developments in
the areas of offshore wind, the decommissioning of old oil and gas platforms and
LNG, for example in Western Canada.
Replacing pick points on board of a cutter
suction dredger in Qatar
The extent to which these trends show positive development in the coming years will
be strongly dependent on geopolitical stability and macro-economic growth. Positive
investment decisions in relation to large maritime infrastructure projects, which
generate work for Boskalis, are closely linked to this.
33
Financial
performance
Royal Boskalis Westminster N.V. (Boskalis) achieved net profit of EUR 490 million in 2014
(2013: EUR 366 million).
Revenue rose by 1 per cent to EUR 3.2 billion (2013: EUR 3.1 billion).
EBITDA rose by 25 per cent to EUR 946 million (2013: EUR 757 million) and the operating result (EBIT) was up
41 per cent at EUR 652 million (2013: EUR 463 million).
Across the board, 2014 was an operationally strong year with in addition a large number of exceptional items for
a total amount on balance of EUR 200 million before tax. All three segments achieved a sharply higher result
compared to 2013. Dredging & Inland Infra had a busy year with good fleet utilization, good project margins and
substantial settlement results on old projects. Offshore Energy also had a good year with high fleet utilization and
good project margins. Moreover, Dockwise contributed an extra quarter to earnings compared to 2013 and
realized exceptional cancellation and rescheduling fees. Towage & Salvage reported a higher result with good
results from the settlement of old salvage projects.
The order book remained virtually stable at EUR 3,286 million (end-2013: EUR 3,323 million).
OPERATIONAL AND FINANCIAL DEVELOPMENTS
As of 2014 Boskalis applies IFRS11 Joint Arrangements (IFRS11),
the new standard for the recognition of joint ventures and
associated companies. The comparative figures for 2013 have
been adjusted to reflect this. The comparative net profit figures are
not impacted by the adjustment.
2014
2013
1,664.8
1,725.5
Offshore Energy
1,238.6
1,067.4
270.6
363.0
-7.1
-11.9
3,166.9
3,144.0
2014
2013
BY SEGMENT
For Boskalis the application of IFRS11 means that joint ventures
and associated companies are no longer consolidated (on a
proportional basis), but exclusively accounted for using the equity
method. The main joint ventures and associated companies are
Smit Lamnalco, VBMS, the partnerships in Singapore with Keppel
(Keppel Smit Towage, Maju Maritime and Asian Lift) and, from
270.6
(in EUR million)
Towage & Salvage
Eliminations
Total
1,238.6
1,664.8
BY GEOGRAPHICAL REGION
405.0
(in EUR million)
The Netherlands
714.1
661.7
Rest of Europe
766.9
645.6
Australia / Asia
832.7
741.4
Middle East
173.8
168.1
Africa
274.4
328.8
North, Central and South America
405.0
598.4
3,166.9
3,144.0
Total
274.4
173.8
766.9
832.7
2013 is adjusted for IFRS11
714.1
2013 is adjusted for IFRS11
34
1 July 2014, the joint ventures with SAAM (SAAM SMIT Towage).
Boskalis’ share in the net result of joint ventures and associated
companies is included in the consolidated EBIT(DA), both for
2014 and the comparative figures for 2013.
segment declined mainly due to the loss of the year of the revenue
from the harbour towage activities transferred to SAAM SMIT
Towage in the second half.
Dockwise was fully consolidated in 2014, whilst in the first
quarter of 2013 it was still recognized as result from associated
companies based on the pro rata stake. As from the second
quarter of 2013, Dockwise was consolidated in the Offshore
Energy segment. The operations of Fairmount were acquired in
March 2014 and consolidated as from the second quarter, also
in the Offshore Energy segment. As from the third quarter the SMIT
harbour towage activities in North, Central and South America
were transferred to the joint venture and associated company
SAAM SMIT Towage and as a result are no longer included in
the consolidated figures from 1 July 2014.
RESULT
REVENUE
During the past year revenue rose by 1% to EUR 3.167 billion
(2013: EUR 3.144 billion). Adjusted for acquisitions, divestments
and deconsolidation effects revenue fell by 2%.
In 2014 the operating result before interest, taxes, depreciation,
amortization and impairments (EBITDA) and including the
contribution from our stake in the net result of joint ventures
and associated companies totaled EUR 945.9 million (2013:
EUR 757.2 million).
The operating profit (EBIT) was EUR 652.3 million (2013:
EUR 463.4 million). The operating profit includes the contribution
from our stake in the net result of joint ventures and associated
companies of EUR 56.4 million (2013: EUR 63.7 million).
All three segments posted sharply higher results compared to
2013.
Dredging & Inland Infra had a good year operationally with good
fleet utilization and good project results. Furthermore, there was a
substantial contribution from financial settlements on old projects in
Dredging & Inland Infra had a good year with good fleet utilization both the first and the second half of the year.
and a stable level of activity. Offshore Energy also had a good
year with a rise in revenue and high fleet utilization. The increase Offshore Energy also had a strong year with a high utilization of
in revenue in this segment is mainly due to the aforementioned
its equipment and good project results. Dockwise had a record
impact of consolidating Dockwise for an extra quarter and
year, in part due to cancellation and rescheduling fees relating to
Fairmount for three quarters. Revenue in the Towage & Salvage
previously contracted transport capacity. Furthermore, Dockwise
Two SAAM SMIT Towage harbor tugs
assisting a container vessel in Canada
35
contributed an extra quarter compared to 2013 and from the
second quarter there was a contribution from Fairmount, acquired
in March 2014.
2013
380.1
255.2
Offshore Energy
236.1
147.0
84.0
67.2
(in EUR million)
Total
2,014.2
2,000.5
Offshore Energy
1,207.4
1,322.9
63.9
-
3,285.5
3,323.4
* Excluding our stake in the order book of joint ventures and associated companies.
2014
Non-allocated group costs
2013
(in EUR million)
Totaal
On balance non-allocated group costs equaled EUR 47.9 million
(2013: EUR 6.0 million). In 2013 the result was positively
impacted by a (revaluation) result relating to the acquisition of
Dockwise and a substantial book gain arising from the sale of
the 40% stake in Archirodon.
Towage & Salvage
2014
Towage & Salvage
The result at Towage & Salvage also increased, in part due to
higher results from the harbour towage activities, a strong
contribution from Smit Lamnalco and the financial settlement of
salvage projects carried out in previous years.
RESULT BY SEGMENT (EBIT)*
order book*
-47.9
-6.0
652.3
463.4
*O
ur share in the net result of the joint ventures and associated companies is
included in the segment result. 2013 figures adjusted for IFRS11.
NET PROFIT
The operating result (EBIT) was EUR 652.3 million. Net of
financing expenses of, on balance, EUR 35.9 million, profit
before taxation was EUR 616.4 million. Net profit attributable
to shareholders totaled EUR 490.3 million (2013:
EUR 365.7 million).
As well as the aforementioned good fleet utilization rate and
good project results, the sharp increase in the result is mainly
attributable to sizable results from the financial settlement of both
Dredging and Salvage projects whose technical completion took
place earlier, as well as a major contribution from cancellation
and rescheduling fees relating to previously contracted transport
capacity at Offshore Energy. Conversely the result was negatively
impacted by various impairment charges on smaller equipment, as
well as a one-off charge relating to the harmonization across the
group on how vessel dry-docking costs are accounted for. On
balance the effect of these exceptional items was EUR 200 million
before tax and EUR 154 million after tax.
Construction, maintenance and deepening of ports and
waterways, land reclamation, coastal defense and riverbank
protection, underwater rock fragmentation and the extraction of
minerals using dredging techniques. Construction of roads and
railroads, bridges, dams, viaducts and tunnels including
earthmoving, soil improvement and remediation – mainly in the
Netherlands.
2014
2013
Revenue
1,664.8
1,725.5
EBITDA*
487.5
362.4
(in EUR million)
3.1
6.9
Operating result (EBIT)*
380.1
255.2
Order book at year end
2,014.2
2,000.5
Result from JVs and associates
*O
included in the EBIT(DA). 2013 figures adjusted for IFRS11.
REVENUE
Revenue in the Dredging & Inland Infra segment amounted to
EUR 1,665 million (2013: EUR 1,726 million).
2014
2013
The Netherlands
551.5
488.8
Rest of Europe
250.9
264.8
Rest of the world
862.4
971.9
1,664.8
1,725.5
REVENUE BY MARKET
(in EUR million)
Total
2013 figures adjusted for IFRS11.
ORDER BOOK
In 2014 Boskalis acquired, on balance, EUR 2,941 million
worth of new contracts. At the end of the year the order book,
excluding our share in the order book of joint ventures and
associated companies, stood at EUR 3,286 million (end-2013:
EUR 3,323 million).
In 2014 revenue in the Dutch market increased to
EUR 551.5 million (2013: EUR 488.8 million). The strengthening
of the Hondsbossche and Pettemer Sea Defense in the Dutch
province of Noord-Holland generated a lot of work in 2014.
Other work included a few smaller foreshore replenishments and
maintenance work on the Europoort shipping fairway in the port
of Rotterdam. A lot of work was executed on the various Room
for the River projects and work continued on the major SAAone
project (A1-A6 motorway). Furthermore a large number of small
and medium-sized infrastructure projects are in progress.
The Netherlands
36
SMIT Salvage removes oil from the ship Amadeo 1,
which ran aground in Tierra del Fuego, Chile
Rest of Europe
Revenue in the rest of Europe declined slightly to
EUR 250.9 million (2013: EUR 264.8 million). In the main home
markets intensive work was carried out on a large number of
maintenance projects on ports and waterways, including the Elbe
and Weser rivers in Germany, and the deepening of the approach
channel to the port of Southampton (UK). Furthermore, work
commenced on the breakwater at Clacton-on-Sea (UK) and the
Bronka port project in St. Petersburg (Russia) was executed.
Rest of the world
Outside of Europe revenue declined to EUR 862.4 million (2013:
EUR 971.9 million). The Australia/Asia region was the main
contributor to revenue with projects in South Korea, Vietnam,
Singapore and Australia. In 2014 Boskalis was also engaged in
projects in countries including Qatar (access channel), the
Maldives (coastal protection and land reclamation) and Cameroon
(maintenance work). In Central and South America work was
carried out on the Superporto do Açu (Brazil) and Lelydorp I
(Suriname) projects. The sizable project for the expansion of the
Suez Canal got underway in the fourth quarter. All the necessary
equipment has now been mobilized using various Dockwise
vessels and everything is fully operational.
FLEET DEVELOPMENTS
Utilization of the hopper fleet was good at 40 weeks (2013:
44 weeks). At the start of the second quarter the trailing suction
hopper dredger Fairway (35,500 m3) was taken back into
service. In mid-June the new trailing suction hopper dredger
Strandway (4,500 m3) was christened and in early 2015 her sister
ship Freeway was also taken into service. Thanks to several large
cutter projects the utilization rate of the cutter fleet rose sharply in
2014 to 36 weeks (2013: 16 weeks).
SEGMENT RESULT
Dredging & Inland Infra achieved an exceptionally high result
in 2014, with EBITDA of EUR 487.5 million and an operating
result of EUR 380.1 million (2013: EUR 362.4 million and
EUR 255.2 million, respectively). This result includes our stake
in the net result of joint ventures and associated companies of
EUR 3.1 million (2013: EUR 6.9 million, mainly from the stake
in Archirodon that was sold in mid 2013).
Besides the usual project results, which include good results on
several larger projects nearing completion, there was a significant
positive effect on the result from financial settlements of projects
that were technically previously completed. This relates to projects
in Italy, the Middle East and – mainly – the Far East. The biggest
impact was from the Gorgon project (Australia), where agreement
37
on the financial settlement was reached with both a large
subcontractor and the client. Furthermore there was an absence of
significant setbacks, a good contribution from the Dutch Inland
Infra activities and a good utilization rate of the equipment.
ORDER BOOK
At end-2014 the order book stood at EUR 2,014 million (end2013: EUR 2,001 million). On balance EUR 1,678 million of new
work was acquired during the course of the year. This included
previously announced projects in Egypt (Suez Canal), Indonesia
(Pluit), Singapore (Finger Pier I), the Netherlands (IJsseldelta), the
United Kingdom (breakwater at Clacton-on-Sea) and Sweden
(Marieholm tunnel), as well as many smaller contracts in the
Netherlands and more than EUR 150 million worth of new
contracts in the Middle East shared among various projects.
ORDER BOOK BY MARKET*
2014
2013
(in EUR million)
The Netherlands
865.0
1,033.6
Rest of Europe
188.9
303.1
Rest of the world
960.3
663.8
2,014.2
2,000.5
Total
*E
xcluding our stake in the order book of joint ventures and associated companies.
2013 figures adjusted for IFRS11.
OFFSHORE ENERGY
Offshore dredging and rock installation projects, heavy transport,
lift and installation work, diving and ROV services in support of
the development, construction, maintenance and dismantling of oil
and LNG import/export facilities, offshore platforms, pipelines
and cables and offshore wind farms.
2014
2013
Revenue
1,238.6
1,067.4
EBITDA*
387.8
274.7
OFFSHORE ENERGY
installation) as well as various rock-installation contracts, for
example in the North Sea for Statoil. During the year under review
Marine Contracting completed the multi-year West of Duddon
Sands offshore wind farm project. The utilization rate of the
equipment was good at both Subsea Services and Marine
Services, the latter of which also comprises the Fairmount activities.
In its first full year as part of the group Dockwise had a record
year with high fleet utilization and an exceptionally strong result.
The strong demand for Heavy Marine Transport services seen
in the first half of the year fell back slightly in the second half.
In Australia, in the course of the year work was successfully
concluded on the Gorgon project, a lot of work was carried out
on the Ichthys project and the extensive Wheatstone LNG project
got fully underway. In addition Dockwise successfully performed
several offshore float-over installations for projects including
Tapis R in Malaysia, SylWin off the coast of Germany and Ofon
in Nigeria. In early 2015 Dockwise loaded the Goliat FPSO,
owned by Italian oil company ENI, onto the Dockwise Vanguard
for transportation from South Korea to Europe. With a diameter
of 107 meters the Goliat is the largest cargo to have been
transported by the Dockwise Vanguard so far.
FLEET DEVELOPMENTS
In 2014 the utilization rate of the Dockwise fleet was 84%
(Q2-Q4 2013: 83%). During the year under review Boskalis
strongly expanded its fleet of anchor handling tugs (AHTs) with the
acquisition of Fairmount and its five vessels, each with a capacity
of 205 tons bollard pull.
On 12 February 2015 the new Dockwise vessel White Marlin
was christened and taken into service in Guangzhou, China. With
a deadweight of 72,000 metric tons, the type I vessel strengthens
Dockwise’s leading position at the top end of the dry heavy
marine transport market.
(in EUR million)
15.1
17.7
236.1
147.0
1,207.4
1,322.9
SEGMENT RESULT
In 2014 EBITDA for the Offshore Energy segment amounted to
EUR 387.8 million and the operating result was EUR 236.1 million
(2013: EUR 274.7 million and EUR 147.0 million, respectively).
Dockwise’s contribution to EBITDA and the operating result was
EUR 248.1 million and EUR 149.0 million, respectively (2013:
EUR 145.6 million and EUR 55.6 million, respectively). Compared
REVENUE
to 2013 Dockwise contributed an extra quarter. In addition there
was an above-average contribution from cancellation and
Revenue in the Offshore Energy segment rose to
rescheduling fees, in particular in the first half of the year. The
EUR 1,239 million (2013: EUR 1,067 million). The increase was
Dockwise activities were fully integrated into the Offshore Energy
largely due to the contribution of Dockwise which, in addition to
the consolidation effect of an extra quarter, had a very strong year division at the start of 2015.
with revenue of EUR 496.1 million (2013: EUR 331.6 million).
The Fairmount activities acquired in March 2014 also contributed As well as a positive contribution from Fairmount, which was
acquired in March, there was a EUR 6.9 million impairment
to the revenue growth.
charge relating to several smaller units of equipment. In addition,
from the second half of the year the way in which costs connected
Revenue at both Marine Contracting and Subsea Contracting was
slightly lower than the very busy 2013. Subsea Contracting had a with dry-docking are accounted for was harmonized, bringing it in
line both with the method used at Dockwise and Fairmount and
busy year, with projects in countries including Australia (Ichthys;
with industry practice. This change in accounting estimates
offshore trenching and shore approach), Indonesia (Java to Bali
resulted in a one-off charge of EUR 10 million.
power cable) and the Philippines (Malampaya; transport and
*O
included in the EBIT(DA). 2013 figures adjusted for IFRS11.
38
The result includes our stake in the net profit of joint ventures and
associated companies, mainly VBMS and Asian Lift. The
contribution from these activities was EUR 15.1 million (2013:
EUR 17.7 million) with in particular a lower contribution from the
Asian Lift partnership in Singapore relative to 2013.
Rotterdam and Liverpool as well as ports in Belgium. The level of
activity in these ports was moderate to good, with Rotterdam in
particular being busy, with a relatively high level of offshorerelated services in addition to the regular towage operations.
Revenue at SMIT Salvage in 2014 was lower compared to 2013
due to a limited number of emergency response contracts. Two
large wreck removal projects commenced in the second quarter:
the sunken car carrier Baltic Ace in the North Sea and a jack-up
rig off the coast of Angola. Both projects are expected to be
completed in 2015.
ORDER BOOK
At the end of 2014 the order book stood at EUR 1,207 million
(end-2013: EUR 1,323 million). EUR 710.1 million of this related
to projects and contracts for Dockwise (end-2013:
EUR 686.5 million).
At the time of acquisition contracts held by Fairmount were valued
at EUR 32.7 million and added to the order book.
SEGMENT RESULT
EBITDA in the Towage & Salvage segment totaled
EUR 118.6 million and the operating result was EUR 84.0 million
(2013: EUR 103.9 million and EUR 67.2 million, respectively).
In 2014 EUR 1,090 million of new work was acquired, including
a contract to transport two very large new jack-up (drilling) rigs for This includes the results from the financial settlement of salvage
projects that were carried out in 2011 and early 2013.
Statoil; the transportation of an FPSO from Rotterdam to Asia by
The result includes our stake in the net result of joint ventures and
the Dockwise Vanguard; trenching, pipe-pulling and backfilling
associated companies, in particular Keppel Smit Towage, Smit
work for a gas pipeline in Azerbaijan; and work connected with
Lamnalco and, from the third quarter, SAAM SMIT Towage.
the construction of the Wikinger offshore wind farm in Germany.
The contribution of these activities was EUR 38.3 million (2013:
EUR 21.9 million). The result of Smit Lamnalco includes a book
TOWAGE & SALVAGE
gain on the sale of its 40% stake in the associate IRSHAD.
Towage: towage services and berthing and unberthing of
oceangoing vessels in ports and at offshore terminals,
management and maintenance both above and below the surface ORDER BOOK
In early 2014 we acquired two large wreck removal contracts: for
of onshore and offshore oil and gas terminals and associated
the Baltic Ace car carrier in the North Sea and a jack-up rig off
maritime and management services.
the coast of Angola. At end-2014 the order book, which relates
Salvage: providing assistance to vessels in distress, wreck
solely to the Salvage activities, stood at EUR 63.9 million (endremoval, environmental care services and consultancy.
2013: zero).
2014
2013
Revenue
270.6
363.0
EBITDA*
118.6
103.9
38.3
21.9
84.0
67.2
63.9
-
towage & salvage
(in EUR million)
*O
ur share in the net result of the joint ventures and associated companies is included
in the EBIT(DA). 2013 figures adjusted for IFRS11.
HOLDING AND ELIMINATIONS
Non-allocated head office activities.
HOLDING AND ELIMINATIONS
Revenue at the Towage & Salvage segment fell in 2014 to EUR
270.6 million (2013: EUR 363.0 million). The decline was mainly
due to the further realization of the Towage strategy, which aims
to place activities in joint ventures where possible. In mid-2014
Boskalis established two joint ventures with SAAM S.A. of Chile,
for the combined harbour towage operations in Brazil, Mexico,
Panama and Canada under the joint name SAAM SMIT Towage.
In accordance with IFRS11 these activities have been
deconsolidated and are reported as result from joint ventures
and associated companies from the third quarter of 2014.
In addition to these harbour towage operations which have now
been transferred, in 2014 Boskalis – operating under the name
SMIT Harbour Towage – provided towage services in the ports of
2013
(in EUR million)
Revenue eliminations
EBITDA*
Net result from JVs and associates
REVENUE
2014
-7.1
-11.9
-48.1
16.2
0.0
17.1
-47.9
-6.0
*O
ur share in the net result of the joint ventures and associated companies is included
in the EBIT(DA). 2013 figures adjusted for IFRS11.
SEGMENT RESULT
The operating result mainly includes the usual non-allocated head
office costs as well as various non-allocated (in many cases
non-recurring) income and expenses.
A non-recurring non-cash pension charge of EUR 14.6 million was
recognized in the first half of 2014 in connection with the change
in the pension scheme for a large proportion of the Dutch
(corporate) staff and the transfer of the scheme to an external
pension fund administrator. In the second half of the year the
pension scheme in question was amended to comply with new tax
39
Boskalis dredging equipment being loaded onto the Dockwise
Trustee for deployment on the Suez Canal expansion project
The operating result in 2013 included a book gain of
EUR 50.9 million arising from the sale of the 40% stake in
Archirodon as well as an impairment charge of EUR 16.4 million
relating to the SMIT trade name.
The result of associated companies in 2013 consisted almost
completely of a (revaluation) result relating to the minority stake
in Dockwise prior to the full acquisition.
OTHER FINANCIAL INFORMATION
Depreciation, amortization and impairments totaled
EUR 293.5 million in 2014 (2013: EUR 293.8 million).
The tax charge increased in 2014 to EUR 124.2 million (2013:
EUR 52.8 million). The tax rate was relatively high, at 20.1%
(2013: 12.6%), mainly due to the fact that the higher results at
Dredging & Inland Infra and Towage & Salvage were achieved in
countries with relatively high tax rates, while the revaluation result
in 2013 on the minority stake in Dockwise was untaxed.
CAPITAL EXPENDITURE AND BALANCE SHEET
In 2014 a total amount of EUR 313 million was invested in
property, plant and equipment. Important investments in the
Dredging segment related to the rebuilding of the 35,500 m³
Fairway mega hopper, two 4,500 m³ hoppers and the construction
of a new mega cutter. The Fairway was brought into service at the
start of the second quarter, the Strandway (4,500 m³ hopper) in
June and the Freeway (4,500 m³ hopper) in February 2015.
Investments in the Offshore Energy segment included the
construction of three new Giant transport barges and the White
Marlin, which was brought into service in early February 2015.
The newly built multifunctional cable laying/offshore vessels
Ndurance and Ndeavor came into service at the start of 2014.
Our stake in the net result from joint ventures and associated
companies was EUR 56.4 million (2013: EUR 63.7 million). This
result relates mainly to our share in the results of Smit Lamnalco,
VBMS, the Singapore partnerships with Keppel (Keppel Smit
Towage, Maju Maritime and Asian Lift) and, from the third quarter, Various smaller investments were made in the Towage & Salvage
segment, including six tugs for SMIT Brasil prior to its handover to
SAAM SMIT Towage. The 2013 result also included our share in
the joint venture with SAAM.
the result of Archirodon as well as a revaluation result on the
minority stake in Dockwise prior to the full acquisition.
rules that came into force on 1 January 2015. This resulted in a
non-cash pension gain of EUR 15.4 million. This means that on
balance these two changes did not have a material impact on
the annual result.
40
Capital expenditure commitments at end-2014 were down at
EUR 125 million (end-2013: EUR 198 million). These commitments
relate in part to the aforementioned investments, particularly the
mega cutter.
In 2014 Boskalis paid out a cash sum of EUR 37.1 million in
dividends for the 2013 financial year (2013: EUR 43.2 million) to
those shareholders who opted to receive a cash dividend. This
represented around 25% of the dividend, with the remaining 75%
of the dividend being distributed in shares to shareholders who
chose this option. In addition Boskalis purchased 629,123 own
shares, representing a value of EUR 27.7 million, as part of the
share buy-back program announced and launched in 2014.
In the fourth quarter of 2014 a sum of EUR 242.4 million was
spent on acquiring a 19.9% stake in Fugro N.V., through the
purchase of shares and depositary receipts at an average
purchase price of EUR 14.35 per share. In accordance with IFRS
these shares were valued at year-end at their fair market value,
EUR 291 million. The unrealized revaluation gain of
EUR 48.6 million has been recognized under shareholders’ equity.
The cash flow amounted to EUR 785.7 million (2013:
EUR 659.1 million). The cash position at end-2014 was
EUR 395.4 million (end-2013: EUR 354.3 million). The solvency
ratio rose to 53.4% (end-2013: 47.6%).
The interest-bearing debt totaled EUR 914.2 million at year-end,
of which EUR 13.2 million is recognized as Assets Held For Sale.
The net debt position stood at EUR 519 million. At the end of
2013 the gross debt position was EUR 1,034 million and the net
debt position was EUR 674 million.
The largest component of the interest-bearing debt position relates
to the long-term US Private Placements (USPP) and drawings under
the syndicated credit facility. At the beginning of the second half,
the existing syndicated facility, consisting of a USD 525 million
term loan and a EUR 500 million revolving credit facility, was
replaced by a revolving multi-currency credit facility. This new
EUR 600 million facility has a five-year tenor, with options to
extend to seven years. A non-recurring charge of EUR 4.5 million
has been included in the financing expenses relating to the
write-off of the as yet unamortized costs of the original facility.
The new and smaller facility was entered into on more favorable
terms and is better suited to Boskalis’ financing needs.
Boskalis must comply with a number of covenants as agreed with
the syndicate of banks and the USPP investors. As at end-2014
Boskalis was operating well within these covenants. The main
covenants relate to the net debt : EBITDA ratio, with a limit of 3,
and the EBITDA : net interest ratio, with a minimum of 4. At the
year-end the net debt : EBITDA ratio stood at 0.7 and the
EBITDA : net interest ratio at 25.4.
OTHER DEVELOPMENTS
KOTUG
In late December Boskalis and Kotug International B.V. signed a
Memorandum of Understanding (MoU) to merge their European
harbour towage operations. The companies will establish a
50/50 joint venture for this purpose, combining the European
harbour towage activities of SMIT with those of Kotug. This merger
is the concluding step in Boskalis’ strategy aimed at establishing
regional partnerships for its harbour towage activities, as is the
case with Smit Lamnalco, Keppel Smit Towage and, most recently,
SAAM SMIT Towage. By joining forces opportunities are created
to achieve cost and market synergies as well as a more efficient
capital structure.
The MoU will be implemented subject to customary conditions,
such as due diligence and regulatory approval. In anticipation of
this transaction, and in accordance with IFRS, the assets and
liabilities that will be brought into the joint venture have been
presented as Assets Held For Sale.
PB TOWAGE
In mid-December Smit Lamnalco, which is 50% owned by
Boskalis, substantially strengthened its position on the Australian
market with the acquisition of PB Towage Australia. Following this
transaction Smit Lamnalco is active in eight ports in Australia with
a total of 29 vessels offering a combination of harbour towage,
terminal and FPSO-related services.
DE JONG
After the balance sheet date, on 11 February 2015, Boskalis sold
its road maintenance company Aannemingsbedrijf De Jong en
Zoon Beheer B.V. and the associated De Jong subsidiaries (De
Jong). Boskalis’ strategy in the Netherlands is focused on large
and medium-sized integrated infrastructure projects and an
independent maintenance company does not fit within this
strategy. In the 2014 financial statements the assets and liabilities
of De Jong have been presented as Assets Held for Sale. The
proceeds from the divestment are approximately EUR 30 million
and have no material impact on Boskalis’ result.
FUGRO STAKE
Boskalis entered the 2014-2016 Business Plan period with a
sound balance sheet and a healthy cash flow. This starting
position not only provides scope for necessary and desired
investments, but also gives the company the option of responding
to interesting opportunities in the market. It is against this
background that Boskalis acquired a 19.9 per cent interest in
Fugro in late 2014. Early January 2015, this was increased to
20.01 per cent. Boskalis’ strategy is aimed at the offshore and
(maritime) infrastructure markets, leveraging the company’s
combination of high end know how and maritime assets. This fits
very well with the activities of Fugro. The two companies have
much in common in terms of assets, knowledge, capital intensity,
global spread and customer base, and are both global leaders in
niche markets.
41
SHARE BUY-BACK PROGRAM
Rock installation work for the West of Duddon Sands
wind farm by the fallpipe vessel Seahorse
On 14 August 2014 Boskalis launched a share buy-back program
of up to 10 million shares. The program is subject to the
development of results and to the desired balance sheet ratios
being maintained. To date 629,123 shares have been
repurchased for a total sum of EUR 27.7 million. In light of the
uncertain market conditions and the acquisition of the interest in
Fugro we consider it prudent to suspend the share buy-back
program for the period of one year.
42
Excellent opportunities
for VBMS in the renewable
energy market
Prospects are good for the market for
near and offshore wind farms in the
next few years. Our strategic joint
venture VBMS (VolkerWessels Boskalis
Marine Solutions) is active in this
market as a cable-laying company.
This combination of specialized
VolkerWessels and Boskalis companies
has everything it needs to strengthen
its leading position in Northwest
Europe.
“Pooling resources with VolkerWessels in the area of offshore cable installation
was a good move,” according to Peter Devinck, Business Unit Director Subsea
Contracting at Boskalis. “Together we form an excellent combination; the parent
companies’ various disciplines and expertise complement each other well: dredging
and rock installation work combined with horizontal directional drilling and laying
and connecting the cables to the wind turbine (termination). VolkerWessels has
extensive experience with cable-laying projects in the North Sea while Boskalis
has the knowledge of the soil conditions and working conditions at sea. Add to
that the well-trained staff with international operational knowledge and experience,
the ships and the support equipment and what you have is a great company.”
Wind projects in Europe
For the time being VBMS will focus on Northwest Europe given that several offshore
wind farms are scheduled for construction here. Devinck: “In 2014 the situation
surrounding wind energy looked less rosy for a while because of a lack of clarity
with regard to various governments’ subsidy policies. The German and British
governments postponed projects, while the Netherlands changed its policy and
revoked licenses. Now we can see the market picking up again. However, decisionmaking processes on offshore wind farms are long, which means that we expect
2015 to be a relatively quiet year. But for 2016 through 2020 there are many
43
The Trenchformer installs a power cable for
the Luchterduinen wind farm, with the Ndurance
in the background
wind projects in the pipeline again, in the United Kingdom, the Netherlands, Denmark
and Germany. And for 2016 we already have projects such as Sandbank and
Dudgeon in the order book. On balance, the order book of VBMS at 100 per cent
was EUR 260 million at the end of 2014.”
Change in demand
VBMS is seeing clients take a different approach. “It used to be the case that wind
park owners would enter into a separate contract for each individual part of this kind
of project. Now clients prefer to do business with a single party or a consortium with
the ability to provide an integrated solution. They are already in talks with cablelaying companies for projects scheduled for development in 2017 to 2020.
Another development is that clients are asking VBMS to supply the cable as well.”
Equipment flexibility
VBMS handles various activities on a project. “We supply the cable, lay the cable,
handle the connection to the offshore converter station, realize the shore approach and
landfall and connect the cable to the high-voltage grid,” explained Devinck. For the
laying and burying of cables in the seabed VBMS is able to deploy not only its
state-of-the-art cable-laying vessels the Stemat Spirit and the Ndurance but also the
Trenchformer. This specialized unmanned vehicle was developed specifically to enable
long interconnector cables to be the laid and buried in a single run. The Trenchformer
moves across the seabed on rubber tracks and its ability to either jet or cut a cable
trench means that it is able to work in both loose sandy soil and in stiffer clay. “For the
Luchterduinen wind farm project off the Dutch west coast the first three kilometers of
cable had to be laid in very shallow water. A cable-laying vessel would not have been
able to get close enough to the shore. But the Trenchformer was: it laid and buried the
cable at a depth of up to three meters in one run. The remaining 22 kilometers were
laid by our specialist vessel the Ndurance, after which the Trenchformer also buried
this section of the cable. This demonstrates that our equipment gives us the flexibility
we need to be able to operate in all sorts of different circumstances,” said Devinck.
Good utilization
With a revenue of EUR 221 million and EBITDA of EUR 23 million VBMS had a
successful 2014. “Utilization of the vessels was high,” said Devinck. “We carried out
cable-laying work for projects including the Butendiek, Nordsee Ost, Baltic 1, Dantysk
and Humber Gateway wind farms. Another attractive activity in addition to laying
cables is inspecting, maintaining and repairing them. Cables regularly get damaged
and we have already carried out a few repair projects. Taking on this sort of work as
well is good for the utilization of the fleet.”
Other activities
VBMS is also involved in laying interconnection cables between countries or islands.
In April 2014 the Ndurance was deployed to carry out this kind of job between the
Indonesian islands of Bali and Java. VBMS is seeing growing demand for this type of
solution. Further opportunities lie in the offshore oil and gas industry, both in the North
Sea and elsewhere around the world, for example the installation of flexible flowlines
or umbilical cables. “In 2014 we installed a 20-kilometer umbilical cable for the
Wintershall offshore gas platform in the North Sea. The client was so satisfied that we
have been asked to lay a second cable in the third quarter of 2015. Another trend we
see emerging is for offshore platforms in the Middle East to obtain their power supply
from the shore, which requires reversed power cables. This is another development
that presents opportunities for VBMS and so we are watching it closely.”
44
ORGANIZATIONAL
DEVELOPMENTS
Dredging work for the construction of an artificial island
off the coast of Masan, South Korea
SAFETY
Safety is a core value of our company. We want our employees to be able to do
their work safely and to get home safe and well. Our objective is ‘No Injuries No
Accidents’ (NINA) and this is also the name we chose for our safety program. Based
on our values, the NINA safety program has yielded good results since its introduction
in 2010. NINA makes working safely a shared responsibility that can be discussed
openly at all levels of the organization, as well as with joint venture partners, clients
and subcontractors. In our company, which has undergone major changes as a result
of the recent acquisitions, it has become clear that NINA is an effective means to
make the integration successful. NINA is part of our identity; the rules and values are
a clear statement of what we stand for and that makes people feel proud. When we
introduce NINA in new activities within the company we see that the program makes
it easier to embrace the Boskalis identity. This positive energy can be felt throughout
the entire company. NINA also attracts a great deal of positive attention both within
and outside the industry and from our clients.
The degree to which NINA has been implemented varies within our company.
At Dredging we have been working according to this way of thinking for several years
now. Here, NINA is widely accepted and has become a natural part of the work that
we do. In 2013 introduction began at the new Offshore Energy division. 2015 will
see the safety program introduced at Salvage and a further roll out within the Offshore
Energy division including Dockwise as well as to the former MNO Vervat employees
of Boskalis Nederland. By then NINA will have been introduced throughout the
organization. In light of our strategy to place towage activities at arm’s length in joint
ventures, Towage applies its own safety program in close consultation with the
respective joint venture partners.
45
NINA is very valuable to our staff. The statistics paint a convincing
picture. Since NINA was introduced in 2010 the Lost Time Injury
Frequency (LTIF), a figure expressing the number of incidents per
200,000 hours worked resulting in sick leave, has fallen by more
than 85% (from 0.67 to 0.09). Prevention is an important part of
safety awareness. Employees can prevent accidents by using Safety
Hazard Observation Cards (SHOCs) to report dangerous situations.
The number of SHOC reports in 2014 was 7,636 (2013: 5,391),
in addition to which 1,031 near misses were reported (2013: 611).
We see SHOC and near miss reporting as a proxy measure for the
proactive safety culture within the organization. NINA encourages
reporting on such situations to allow us to make proactive
adjustments. Despite both the relatively high risk profile associated
with our activities and the considerable growth of our company,
2014 saw a further decline in the LTIF figure to 0.09 (from 0.11 in
2013). Both our LTIF figure and near misses score mean that we
comfortably meet the standards applicable in the oil and gas
industry that is so important to us. For detailed reporting on our
safety policy and our safety performance, please refer to our CSR
report.
within the divisions. Strengthening our offshore profile is a major
driving force in this regard. We keep investing in the development
of specific competencies, such as in the areas of work preparation,
estimating, risk and contract management and project management.
We expand our knowledge and expertise by attracting experienced
offshore professionals as well as by training up own staff in this field.
Offshore Professionals Program
In 2014 a group of young professionals enrolled in our modular
Boskalis Offshore Professionals Program, developed in collaboration
with an external training institute. The modules, which are based on
actual cases, cover all the techniques needed for the preparation
and execution of offshore projects.
In addition a group of cost engineers are following a two-year
post-graduate course in this field. During this apprenticeship they
are given expert coaching by a senior mentor.
PENSION
In 2014 we decided to join a larger, multi-sector pension fund and
in doing so terminated the activities of the Boskalis Pension Fund.
In the course of the year under review and in accordance with
Our reasoning behind this was that is no longer practical for a
the Corporate Business Plan 2014-2016 preparations were
fund the size of the Boskalis Pension Fund to hold an independent
undertaken for the new divisional structure. The broadening of
position in light of the changing Dutch pension legislation and
our portfolio as a result of the SMIT, MNO Vervat, Dockwise and
pension fund supervision. Important aspects, which are part of
Fairmount acquisitions calls for a more focused management of
our good terms of employment, such as the premium free career
our strategic activities. The dynamics in the different markets in
average pension plan and unconditional indexation, will not be
which we now operate differ. In order to be able to respond to this affected by the move to the PGB (Pensioenfonds Grafische
effectively and professionally each division gets the operational
Bedrijven) pension fund.
support it needs to prepare and execute projects. This applies to
expertise in areas such as design, tendering and engineering as
FLEET DEVELOPMENTS
well as to fleet management. Furthermore each division will be
responsible for its own fleet, crew and operational pool.
The introduction of the divisional structure means that Fleet
Management will be organized differently. Responsibility for the
At group level the corporate staff departments will continue to exist dredging and offshore fleet has been split and assigned to the
alongside the business support departments such as HR, ICT and
respective divisions. In 2015 Fleet Management for Dockwise
Procurement & Logistics, which will provide their services across
and Fairmount will be integrated into that of the Offshore Energy
the divisions. The new organizational structure, effective from 1
division. For the Towage joint ventures the operational
January 2015, involves a large-scale internal relocation, with the
management of the fleet is done locally.
Dredging & Inland Infra and Offshore Energy divisions each
moving into their own premises at the campus in Papendrecht.
Boskalis makes targeted investments in the newbuild and renovation
Employee representation has been closely involved throughout in
of ships that are important to retaining or expanding our strong
setting up the new organizational model and has issued a positive market position. The investment program for the fleet is on track
advice on the matter.
and comprised the following developments in 2014:
PERSONNEL AND ORGANIZATION
The integration of Dockwise in the Boskalis organization will be
completed as soon as the Dockwise colleagues in the Netherlands
have moved to the Boskalis Campus in Papendrecht in the first
quarter of 2015. We compared the terms of employment at
Dockwise and Boskalis and have taken steps to harmonize them
following positive advice from the employee representation.
OFFSHORE PROFILe
Our training portfolio is constantly being developed to ensure that
it continues to meet the need for specific knowledge and expertise
Dredging
The mega hopper Fairway with a capacity of 35,500 m³ was
taken into service in the first quarter of 2014.
June 2014 saw the official naming of the medium-sized hopper
Strandway, followed by her sister ship the Freeway in January
2015, each with a capacity of 4,500 m3.
The construction of the mega cutter with a total installed capacity
of 23,700 kW and a pumping capacity of 15,600 kW is
progressing according to plan. Technical engineering took place
in 2014 and the vessel will join the fleet in the course of 2017.
At the end of 2014 a contract was signed for the building of a
second jumbo backhoe dredger to expand the fleet.
The mega hopper Queen of the Netherlands was modernized in
INTEGRATION OF DOCKWISE
46
the summer of 2014, with the replacement of regulators and
electrical motors of the sand pumps as well as the winches.
2014 saw the environmentally responsible dismantling of the
cutter suction dredgers Para, Mercurius and Amstel. Please refer
to our CSR report for a detailed account.
Offshore
The Giant 5 and 6 were delivered for the offshore fleet in
December 2014 and January 2015, respectively. The two
oceangoing semi-submersible flat-top barges each have a load
capacity of 21,000 tonnes. A third flat-top barge of the same
type, the Giant 7, was ordered in September 2014 and is
expected to be taken into service in August 2015. At the end
of 2015 the Giant 5 will be converted to a crane vessel by fitting
it out with a 600-tonne crane as well as with accommodation.
The converted Giant 5 will be operational in early 2016.
The Dockwise fleet was expanded with the White Marlin, a new
semi-submersible transport vessel for Dockwise with a transport
capacity of 72,000 tonnes. The ship, a sister ship to the Black
Marlin, was taken into service in February 2015.
The Asian Hercules III, a large sheerleg floating crane with a lift
capacity of 5,000 tonnes, was also delivered in February 2015
and will be deployed by our Asian Lift Singapore joint venture.
level of filling. The soil press is used on dredging projects where
there are significant differences in height. In the offshore industry
these height differences are substantial: in some cases a foundation
has to be filled at a depth of 200 meters. To demonstrate that this
work method is fit for purpose we conducted tests involving the
pumping of iron ore. These tests and models demonstrated that we
are able to successfully execute the filling process in a controlled
manner. The soil press will be used on forthcoming installation
projects, including the installation of foundations for offshore
wind turbines.
ICT
In 2014 we completed the preparations for implementing a
company-wide ERP system, including analyzing the processes at
the various business units. We have opted to apply the ERP system
already used by Boskalis within most other business units as well.
The ERP system will also provide the basis for facilitating the
consolidation of the financial reporting at group level.
The introduction of the improved consolidation software program
takes place in tandem with the ERP implementation and will come
on stream in late 2015. The two systems will make our internal
reporting process more efficient.
The ICT-related service to the projects and the fleet underwent
further improvement in 2014. To this end the ICT support
organization has set up a dedicated team that is involved in the
Knowledge development and knowledge sharing have taken
preparation of projects as a matter of course. The team organizes the
on a wider significance with the new organizational structure.
We continue to make targeted investments in applied and scientific required ICT facilities, such as workstations and network connections,
both at office locations and on-board vessels – sometimes in remote
research and in the development of new techniques that put us
ahead. In addition, where possible we try to foster cross-pollination parts of the world. The broadening of our business activities to the
offshore energy sector means that the requirements for on-board
between our activities. In some cases this results in new insights
ICT facilities are higher on average because they are also used by
and applications, or in the refinement of existing techniques.
project personnel and representatives of the client. Various
initiatives have been taken in order to meet the usual standard in
CUTTING HARD SOIL
this market segment. ICT support takes a lot of work out of the
hands of the project organization by organizing the ICT facilities
Boskalis conducts targeted research into how to use existing
with local providers in good time. Where necessary ICT support
equipment to work as sustainably and efficiently as possible. We
staff are flown in to provide on-site support.
are expanding our knowledge into techniques for applying cutter
technology to the cutting of very hard soil. Our Research &
Development department is engaged in research into the use of a
so-called strong rock cutter, a cutter head for dredging very hard
rock. The new technique is being applied on a project in Qatar
and is proving successful. It is realistic to presume that this
technique can compete as an alternative to traditional drilling and
blasting, a method used up until now for loosening very hard
subsoil. We have demonstrated that this new technique enables us
to cut off small pieces of rock and to perform very controlled work.
We remove no more soil than is necessary. The technique also
produces less noise than the traditional use of explosives.
RESEARCH AND DEVELOPMENT
SOIL PRESS AT OFFSHORE ENERGY
We have also identified opportunities for applying our knowledge
of and experience with the dredging process to our new Offshore
Energy activities. A good example is the ballasting of the
foundations of offshore platforms (so-called gravity-based
structures) to stabilize them on the seabed. This is done by filling
the foundations, for example with iron ore. We use soil press
technology to ensure that the offshore foundations achieve a good
Inspecting of an SPM buoy by a Boskalis diver in Qatar
47
48
CORPORATE SOCIAL
RESPONSIBILITY
Our strategy is aimed at the sustainable
design and execution of our solutions
around the globe.
In our CSR report we account for material and relevant non-
Our social performance is mainly concerned with our
employees, with the objectives being to promote their safety,
financial aspects of our performance arising from our strategy
opportunities for self-development and well-being.
and core activities. We report in accordance with the international
guidelines set out by the Global Reporting Initiative (version G3-1). Our societal performance is expressed in contributions to local
communities, investment in education, research and knowledge
In selecting the performance indicators and compiling our CSR
transfer, and social sponsorship and donations.
report, the information requirements of our main stakeholders are
taken into account. In mid-2013, we set ourselves the objective of Our environmental performance is mainly concerned with
limiting and preventing a negative impact on the environment,
having the entire CSR report verified by an independent external
with objectives being the further expansion of our environmental
party within the next few years. The first important step towards
expertise, the provision of eco-dynamic designs and the ongoing
this was taken with the independent verification of our safety
investment in and deployment of environmentally friendly
performance in 2013. In addition, the scope for 2014 has been
equipment.
broadened considerably to include verification of, amongst others,
all social and societal indicators.
Since 2012 we have taken part in the CDP (Carbon Disclosure
Project). Early in 2013 Boskalis Nederland reached the highest level
Our strategy is aimed at the sustainable design and execution of
our solutions around the globe. In order to fulfill our social, societal of the CO2 performance ladder (level 5).
and environmental responsibilities as best we can our CSR policy
focuses on the key areas where our impact is greatest:
The 2014 CSR report (at GRI level B) is available on the corporate
website www.boskalis.com/csr.
Seals resting on a stretch of newly constructed shoreline
near Petten/Camperduin in the Netherlands
49
RISK
MANAGEMENT
STRATEGY AND BUSINESS DRIVERS
Boskalis’ strategy is aimed at the opportunities and challenges that
present themselves to the company. This strategy is based on three
pillars: focus, on Value-Adding Assets, specific market segments and
geographic regions; expand, in particular the Offshore Energy
activities; and strengthen the core activities Dredging & Inland Infra
and Towage & Salvage.
locations, and strong positions in its core markets. Moreover, our
activities are largely focused on the development, construction,
installation and maintenance of infrastructure, which means that
longer-term developments will generally outweigh short-term
economic fluctuations.
Boskalis does not include contracts in the order book until agreement
has been reached with the client. Although experience shows that,
once agreement has been reached, cancellations or substantial
reductions in the size of contracts are rare, such cancellations or
substantial reductions of work in the portfolio cannot be ruled out.
As a consequence, if such a cancellation or substantial reduction
occurs, losses may arise from the unwinding or settlement of
Effective management of risks and opportunities is essential for the financial derivatives which were taken out to cover related currency
risks and/or fuel cost risks, but for which the underlying transaction
successful delivery of the group’s strategy and plans. Identifying,
measuring and monitoring risks and opportunities, particularly with or cash flows can no longer be realized.
respect to tendering, preparation and execution of projects, is
Boskalis deals with a variety of competitors in the various markets in
embedded in our management approach.
which it operates. Such competitors vary from large, internationally
operating competitors to more regional and local competitors with
An overview of the key strategic, operational and financial risks
activities restricted to one or several (geographical or activityand the risks with respect to financial reporting is set out below.
related) submarkets. With respect to a large part of our revenues,
contracts are awarded through public or private tender procedures.
STRATEGIC AND MARKET RISKS
Competition for most contracts is primarily price-based. However,
many clients, particularly in the oil & gas sector and private port
The Boskalis markets are heterogeneous and often develop
differently. Our main (end) customer groups are national, regional operators, are taking other factors – including quality-related ones,
such as the assurance of a safety and environmental policy and
and local governments, or associated institutions such as port
compliance with relevant rules and guidelines – into consideration
authorities, private port operators and oil & gas and energy
when awarding contracts. We have appropriate approval processes
companies (operators as well as contractors). Other customer
in place for the submission of tenders, including the evaluation of
types are (container) shipping companies, mining companies
identified risks and/or potential risk factors associated with the
and (infrastructure and real estate) project developers.
execution of a particular project.
Despite the positive long-term growth prospects, our markets can
be regularly – certainly in the short and medium term – negatively Almost all of Boskalis’ activities are capital-intensive, with Dredging
and, to a somewhat lesser extent, also Offshore Energy (in particular
impacted by factors outside our control. Such factors include e.g.
Heavy Marine Transport & Installation) being capital-intensive
general and/or regional geo-political developments, such as
political unrest, piracy, regime changes, government-imposed trade businesses with high entry and exit barriers, especially for companies
barriers, turmoil on the financial markets and crises in the financial operating globally. Because of the capital intensive nature of these
activities, market prices are largely influenced by the balance
sector. Such developments may negatively affect our activities in
between the demand for these services and the availability of
certain regions or even globally if they have major negative
consequences for the economic developments in certain regions or capacity, being actual utilization levels of the relevant equipment.
for the global economy, or for exploration and exploitation activities This implies that a broad international spread of market positions
in the energy and commodities markets. Boskalis aims to respond as as well as a leadership position in terms of equipment, costs and
effectively as possible to both positive and negative developments the standardization of equipment are key success factors. Boskalis
places a great deal of emphasis on these, both as a critical point
in individual markets through a global spread of its activities, an
of attention in operational management and in terms of capital
extensive and versatile fleet operating out of various international
The markets in which Boskalis operates are mainly driven by longterm economic factors, such as the growth of the global population,
expansion of the global economy and growth in international trade
and transport volumes, particularly over water. The long-term
prospects for these factors are favorable.
50
expenditure strategy. A strict evaluation and approval process is
in place for individual investment proposals. A key principle of our
policy with regard to tenders and entering into commitments is to
aim for a good balance in terms of size and type of projects and
activities tendered for, type of equipment deployed and geographical
spread of activities.
Operational risks mainly relate to variable weather or working
conditions, technical suitability and availability of the equipment,
unexpected soil and settlement conditions, wear and tear on
dredging equipment due to the excavation and processing of
dredged materials, damage to third-party equipment and property,
the performance of subcontractors and suppliers and the timely
availability of cargo or services provided by the client in case of
heavy marine transport and/or installation activities.
In realizing its strategy, Boskalis also acquires other companies.
In order to achieve the anticipated results, Boskalis attaches great
importance to integrating such acquisitions with care. Creating value Boskalis focuses on pro-actively controlling such risks, first of all
by adopting a structured approach in the tender phase to identify
for our stakeholders and retaining key personnel are important
risks and their possible consequences. Contracts are classified by
elements in this process.
risk category, based on size and risk profile. The exact tender
procedure and requirements for authorization of the tender price
OPERATIONAL RISKS
and conditions are dependent on this classification. Above a certain
level of risk, tender commitments require authorization at Board of
The operational risks faced by Boskalis are diverse in nature,
particularly because the group conducts various types of activities Management/Group Director level.
around the world within the three divisions. This means that the
In the preparation phase of a project tender, depending on the
activities are exposed to economic, legal and political risks in the
risk classification and nature of the projects, we use resources such
countries where the company operates.
as subsea and soil investigations, readily accessible databases
The main operational risks for Boskalis concern the contracting and containing historical data, and extensive risk analysis techniques.
execution of projects for clients, as outlined above. For most of our The results of the risk analysis are then used as a factor in
determining the cost price and/or selling price, and in defining the
project activities the most common type of contract is fixed price/
lump sum, under which the contractor’s price must take into account tender and/or contract terms and conditions. When a contract is
virtually all the operational risks as well as the cost risks associated awarded, an updated risk analysis is part of the project preparation
process on the basis of which concrete actions are taken, if
with the procurement of materials and subcontractor services.
In most cases it is impossible to charge clients for any unexpected necessary, in order to mitigate the risks identified.
costs arising during the course of a project. Furthermore, many
In addition, detailed attention is devoted to the education and
contracts include milestones and associated penalty clauses if the
milestones are not achieved on time. For these reasons considerable training of staff, appropriate project planning and project
management, the implementation of a certified quality and safety
emphasis is placed on identifying, analyzing and quantifying
program, and the optimal maintenance of equipment. If applicable
operating, cost and delay risks during the tendering procedure
and possible, certain risks are insured.
and contracting phase of projects and in calculating cost prices.
The Dockwise Vanguard transporting two drilling rigs
51
Risks related to price developments on the procurement side, such
as costs of materials and services, sub-contracting costs and fuel
prices, as well as increases in the cost of labor, are all taken into
account in calculating cost prices. Wherever possible, and
especially on projects with a long execution time, cost indexation
clauses are included in the contract, particularly with regard to
labor and fuel costs.
Within the Towage & Salvage division, the Harbour Towage
business unit is characterized by a broad geographical spread of
the activities, which are largely conducted by autonomous joint
ventures with third parties. Towage contracts are often being
carried out under long-term contracts in which fees are reviewed
annually. This allows for local wage cost developments, fuel price
developments and the available capacity of the equipment (for
example tugs) to be taken into account. Terminal services, which
have been incorporated in the Smit Lamnalco joint venture (50%
stake) since the end of 2011, are usually performed under long-term
contracts with a fixed price for the contract period corresponding to
the client’s requirements and specifications. The majority of these
contracts include some form of price indexation.
a contract based on a daily hire fee, thus limiting the financial risks.
Within the Offshore Energy division, a part of the equipment tends
to be chartered out for relatively short periods (spot markets),
mainly subject to standard conditions. In general the operational
risks involved in such activities are relatively limited.
Local management on projects and in operations is expected to
have a proper understanding of the complexity of working under
the specific local circumstances. The scale of local operations is
often too small to warrant a fully-fledged organization, complete
with extensive support services and staff departments. This is
compensated for by regular visits by responsible managers and
employees from the relevant business units and support from
highly qualified central staff departments at head office.
FINANCIAL RISKS
In conducting its business, Boskalis is exposed to various
non-operational financial risks. This section describes the main
categories of financial risk.
POLITICAL AND CREDIT RISKS
These risks include risks related to unrest or disruption due to
political developments and violence, and the risk of non-payment
For the Salvage activities, contracts with clients concerning vessels by clients. Boskalis operates a strict acceptance and hedging
in distress are often concluded based on a standard Lloyd’s Open policy with respect to political and payment risks. Other than in
Form contract (LOF). This means that compensation is based on a
the case of very strong, credit-worthy clients with an undisputed
valuation mechanism related to various factors, including the
credit history, generally all substantial credit risks are covered by
salvage value of the vessel and its cargo, the technical complexity credit insurance, bank guarantees and/or advance payments.
of the salvage operation, environmental risks and the use of own
Revenues and earnings are only accounted for if it is sufficiently
equipment and subcontractors. This valuation results in a lump sum, certain that they will be realized. Increased attention is paid to
which is finalized through negotiations with the client or through an identifying and managing credit risks in situations where the client
arbitration process. Should it transpire in the course of a salvage
is a special purpose vehicle.
operation that the final salvage fee will not be sufficient to cover the
costs involved, then the choice can be made to convert the LOF into
The ability to manage operational risks effectively and responsibly
is key to the company’s professionalism and expertise.
52
LIQUIDITY AND FUNDING RISKS
As is customary for a contractor, Boskalis also has large amounts
outstanding in the form of bank guarantees and surety bonds
(guarantees from insurance companies), mainly in favor of clients.
Given that the availability of sufficient credit and bank guarantee
facilities is essential to the continuity of the business, Boskalis’
funding policy is aimed at maintaining a solid financial position.
Solid balance sheet ratios and the use of diversified sources of
funding provide for sufficient capacity to absorb liquidity risks and
secure constant availability of adequate borrowing capacity and
guarantee facilities. The company has ample credit and bank
guarantee facilities at its disposal and operates well within the
agreed covenants under its financing agreements. If developments
on financial and/or currency markets so dictate, additional
specific risk management measures will be applied.
CURRENCY RISKS
The functional currency of Boskalis is the euro. A number of group
companies, the most important one of which being Dockwise, as
well as several substantial associated companies (Smit Lamnalco,
Keppel Smit Towage, Asian Lift, SAAM SMIT Towage) have a
functional currency other than the euro. The most important of these
is the US dollar, which is also the functional currency of Dockwise,
followed by the Singapore dollar. However, most of the revenues
and expenses of these entities are also largely or entirely based on
these same non-euro currencies. The holdings in these entities are
viewed from a long-term perspective. Exchange rate risks related
to these entities are not hedged as it is assumed that currency
fluctuations and developments in interest rates and inflation will
offset each other in the long term. The income statements of these
entities are translated at average exchange rates and the balance
sheet items are translated at the relevant exchange rates at the
balance sheet date. Translation differences are charged or
credited directly to shareholders’ equity.
the interest rates on the largest part of our long-term financial
liabilities, primarily by using interest rate swap arrangements.
FUEL PRICE RISKS
In a substantial part of its activities, Boskalis is exposed to risks due
to changes in fuel prices. As a policy material fuel cost exposures
are hedged. Such hedging occurs in a number of different ways.
Where possible, fuel cost variation clauses are included in the
contract or the fuel is to be supplied by the client. If such contractual
arrangements are not possible the fuel cost exposure is hedged
with financial instruments such as forward contracts or futures.
DERIVATIVES
Financial derivatives (such as forward contracts, options, interest
rate swaps and futures) are only used to hedge underlying currency
risks, fuel cost risks and/or other risks where there is a physical
underlying transaction. There is, however, a risk of losses arising
from the unwinding or settlement of such financial derivatives as a
result of the cancellation or substantial downsizing of contracts.
OTHER RISKS
COMPLIANCE WITH LEGISLATION AND REGULATIONS
As an international maritime services provider Boskalis is active in
numerous countries, meaning it has to deal with a wide range of
diverse legislation and regulations. A part of the activities is headed
by own local management, but in many countries intermediaries
and/or local representatives are used in acquiring and executing
projects. This combination of factors means there is an increased
risk that relevant (local) legislation and regulations may not be
fully complied with. These risks are mitigated by the company’s
internal risk management and control systems, which are set out
below. In addition the company has a General Code of Business
Conduct and a Supplier Code of Conduct, which are reviewed
A large proportion of the activities of the group companies that
and evaluated regularly. These codes of conduct were evaluated
have the euro as their functional currency are not contracted in
during 2014. Intermediaries and/or local representatives are also
euros. This particularly applies to the group companies that are
contractually bound to comply with our codes of conduct. The
involved in dredging and related projects. The costs of these entities, conclusion of contracts with local intermediaries and/or
however, are largely based on the euro. Generally, the net cash
representatives is subject to strict procedures.
flows in non-euro currencies within these entities are fully hedged as Furthermore Boskalis has a whistleblower policy in place and has
soon as they occur, usually by means of forward exchange contracts. an independent confidential counselor to enable employees to
The US dollar exchange rate in relation to the euro is particularly
report any suspected irregularities.
relevant in this context. A large proportion of the projects are
contracted in US dollars or in currencies that are to a greater or
lesser extent linked to the US dollar. Most of our major international PROPERTY DAMAGE AND THIRD-PARTY LIABILITIES
competitors in the dredging industry also have cost structures largely Boskalis maintains an appropriate package of insurance facilities
based on the euro. This implies that exchange rate fluctuations have to cover the risks with respect to damage to its properties as well
no major impact on our relative competitive position. In a number as third-party properties and potential other third-party liabilities.
of market segments, in particular in Offshore Energy, there is
competition from parties whose cost structures are not based on
INTERNAL RISK MANAGEMENT AND CONTROL SYSTEMS
the euro, and the competitive impact of currency fluctuations in
these market segments is greater. On balance, exchange rate
The internal risk management and control systems of Boskalis are
fluctuations only have a limited impact on the company’s
based on the principles of effective management control at various
competitive position in these activities.
levels in the organization and tailored to the day-to-day working
environment in which the company operates worldwide. One of
the main foundations for risk control is the internal culture of the
INTEREST RATE RISKS
company, which is characterized by a high degree of transparency
We have limited our exposure to interest rate fluctuations by fixing with regard to the timely identification, evaluation and reporting of
53
Rock installation work by the fallpipe vessel Rockpiper
RISKS WITH REGARD TO FINANCIAL REPORTING
FINANCIAL REPORTING STRUCTURE
Financial reporting at Boskalis is structured along a tight framework
of budgeting, reporting and forecasting. A distinction is made
between reports for internal and external use. External reporting
at group level consists of an annual report, including financial
statements audited by the external auditors, as well as a mid-year
report, containing summarized financial information, both
consolidated and segmented, along with intermediate trading
updates. The external reports are set up in accordance with
EU-IFRS on the basis of the internal financial reporting.
Internal financial reporting consists of extensive consolidated
quarterly reports in which current developments are compared to
the quarterly (cumulative) budgets and previous forecasts. In addition,
each quarter forecasts are prepared for the annual results, cash
flows and balance sheet positions at the end of the financial year.
The quarterly budgets are part of the annual group budget, which
is prepared every year by the Board of Management and approved
by the Supervisory Board. Internal financial reporting has a layered
structure - in accordance with the internal allocation of management
responsibilities - with consolidation taking place at successive levels,
starting with the projects, through the business units and divisions,
and resulting in consolidated group reports. The financial and
operating results are analyzed and clarified at each of these levels.
Project and contract managers are responsible for budgets, income
statements and balance sheets for their projects or contracts, and
these are drawn up in accordance with the applicable guidelines
and instructions. In turn, business unit managers are responsible
for their business unit’s financial reports.
risks and the avoidance of potentially perverse incentives. Given
the hands-on nature of the company’s management style and the
short lines of communication, there are three important factors in
assessing and evaluating the internal risk management and control
processes at Boskalis:
1.In the daily operations the operational risk management and
control is largely supported by an extensive framework of
quality assurance rules, procedures and systems, in particular
with regard to acquiring and executing contracts. These
include clear guidelines for responsibilities, decision-making
and risk control. The adequacy of this framework is reviewed
regularly, also in light of the increasing diversity of the
contracting and project activities the company performs in line
with its strategy. In addition to audits by external certification
agencies, Boskalis also performs regular internal audits under
the auspices of the SHE-Q department. SHE-Q is a topic of
regular discussion at the quarterly meetings between the Board
of Management and the management of the business units,
with the management of the SHE-Q department also being
present.
2.The daily management of the organization is based on clear
responsibilities and short, clear lines of command which are
unambiguously defined. Speed, know-how and decisiveness are
of the essence, both competitively and in project implementation.
Daily management is hands-on.
3.The progress and development of the operating results and the
financial position of individual business units and the company
as a whole, as well as the operational and financial risks, are
monitored by means of structured periodical reporting, analysis
of the financial results and performance reviews at Board of
Management and senior management levels.
54
Boskalis holds substantial investments in joint ventures and
associated companies and these holdings are intensively
monitored. Shareholder and/or board meetings are held
regularly, with Boskalis being represented in accordance with
the size of its stake. Clear agreements have been reached with
the co-shareholders in such joint ventures with regard to topics
such as board and management representation, filling of
management positions, strategy and policy, budget, financial
reporting, the appointment of auditors, investments and financing.
The policy is that such joint ventures are in principle financed
without guarantees from the shareholders.
The Board of Management discusses the quarterly reports with
the relevant business unit managers in formal quarterly meetings.
These meetings are minuted. The consolidated group reports are
discussed with the Supervisory Board on a quarterly basis.
The structure and quality of the financial accounting and control
systems of Boskalis and its group companies are safeguarded by
unambiguous periodical internal and external audits. Relevant
aspects of the financial accounting and control systems are set out
in manuals, guidelines and procedures, all of which are available
electronically. Staff are trained in how to apply accounting
standards, guidelines and procedures. Internal audits to monitor
and improve quality and discipline are conducted on the basis of
an annual audit plan and ad hoc investigations (financial audits)
that also encompass internal procedures and training. Moreover,
the quality of the financial control systems is evaluated regularly in
the context of the activities of the external auditor. Any findings
with regard to the quality of the financial control systems identified
during the audit of the financial statements are reported by the
external auditor in the management letter.
STATEMENT REGARDING RISKS RELATING TO FINANCIAL
REPORTING
Despite the risk management and control systems that Boskalis has
put in place, there can be no absolute certainty that mistakes,
losses, fraud or unlawful activities will be prevented.
Major organizational changes have been implemented to
accommodate the rapid growth of Boskalis in the past few years.
During the year under review we introduced a divisional structure
and started harmonizing various business processes and
supporting (ICT) systems, especially in the area of financial
recording and reporting. In addition we made a start on reviewing
and, where necessary, adapting and/or supplementing our
systems and processes in the area of quality management and risk
management and control, and to achieve this we attracted the
necessary expertise.
The effectiveness and functioning of the internal risk management
and control systems are discussed annually with the Supervisory
Board.
No material changes were introduced in the risk management and
internal control systems during the course of the year under review.
However, as explained above we did commence the process of
reviewing and enhancing the effectiveness of these systems.
Having considered the structure and operation of the financial
reporting and control systems at Boskalis, the Board of
Management is of the opinion that:
the internal risk management and control systems provide a
reasonable degree of assurance that the financial reporting
does not contain any errors of material importance; and
the risk management and control systems worked properly
during the year under review.
FPSO Petrojarl Knarr being towed by
Fairmount anchor handling tugs
55
56
CORPORATE
GOVERNANCE
The Board of Management and
the Supervisory Board are jointly
responsible for looking after the
interests of our stakeholders.
APPLICATION AT BOSKALIS
Boskalis operates a two-tier board model, which means that management and
supervision are segregated.
The Board of Management is responsible for the day-to-day management of the
business, and for setting out and realizing the company’s long-term strategy along with
the associated risks, the results and entrepreneurial matters relevant to the company.
The Board of Management is responsible for establishing the company’s objectives,
implementing its business policies and for the resulting performance. The Board of
Management is accountable to the Supervisory Board and the General Meeting of
Shareholders. In performing its tasks, the Board of Management is guided by the interests
of the company and its activities, and takes into account any relevant interests of parties
involved with the company.
The Supervisory Board is responsible for supervising management performance and
advising the Board of Management. The Supervisory Board is supported in its work
by three so-called core committees: the Audit Committee, the Remuneration Committee
and the Selection and Appointment Committee. For a summary of the activities of the
Supervisory Board and its committees in 2014, please refer to pages 22 to 26 of
this report.
The Dockwise Triumph loaded with a jack-up platform being
assisted by a Keppel Smit Towage tug
57
At Boskalis there is close collaboration between the Supervisory
Board and its committees, the Board of Management and the
stakeholders. The Board of Management and the Supervisory Board
are jointly responsible for looking after the interests of our stakeholders,
which includes creating shareholder value in the long term.
This report is available on the website and copies can also be
requested from the company.
The general standards and values relating to our business activities
are set out in the General Code of Business Conduct and the
Supplier Code of Conduct. In these codes the main principles are
laid down on how employees and suppliers of Boskalis should
conduct themselves with regard to, for example, legislation and
regulations, human rights, anti-corruption, competition, the
environment, staff and quality. Both codes can be found on the
company’s website. The General Code of Business Conduct and
the Supplier Code of Conduct were revised in early 2014 in line
with the periodical evaluation as set out in these documents. In
addition, the core values and rules for safety at work are set out in
our safety program, NINA (No Injuries No Accidents). The Board
of Management regularly stresses the importance of complying
with the General Code of Business Conduct and the NINA
principles. The Board of Management also provides employees
with the opportunity to report any alleged irregularities of a
general, operational or financial nature to an independent
confidential counselor, without jeopardizing their legal position.
The composition and size of the Board of Management are based on
the profile and strategy of the company. The expertise, experience
and various competencies of the members of the Board of
Management should contribute to this profile and strategy. In the year
under review the combination of these elements resulted in the four
members of the current Board of Management being male, meaning
that the Board of Management, partly due to the nature of the
company, is a reflection of the majority of company’s employee
population. When drafting the profile for new members of the Board
of Management emphasis will be placed on diversity in view of
the objective of achieving a balanced gender representation on
the Board of Management.
The Dutch Corporate Governance Code (the “Code”) applies to
all Dutch companies listed on the stock exchange and comprises a
code of conduct for governance best practice. This Code includes
both specific principles and best practice provisions, as well as
guidelines for their proper supervision.
The composition and size of the Supervisory Board are also based
on the company’s profile and strategy. As stated in the Profile drawn
up by the Board of Management, the expertise, experience and
various competencies of members of the Supervisory Board should
contribute to proper supervision of the company’s management and
general performance. In the year under review, the combination of
these elements resulted in the six members of the current
Supervisory Board being male. In view of the objective to achieve
gender balance, the Supervisory Board has added to the Profile
that every effort will be made to achieve a balanced composition,
where possible in terms of both age and gender. The Supervisory
Board has the specific objective of appointing a female member to
its ranks per 2015.
Boskalis subscribes to the notion that a sound and transparent
system of checks and balances is key to maintaining confidence in
companies operating on the capital market. Boskalis believes
clarity and openness in accountability and supervision are the
cornerstones of good management and entrepreneurship.
For appointments during the reporting year, the Supervisory Board
took into account the restrictions on supervisory roles at large
public and private limited companies and foundations, as well as
the new law for agreements between the company and members
of the Board of Management.
As required since the introduction of the Code in 2004, Boskalis
published an ‘Apply or Explain’ report that sets out how the
principles and best practice provisions are applied at Boskalis.
The Corporate Governance Declaration can be found on the
website www.boskalis.com/corporategovernance.
COMPLIANCE
Boskalis subscribes to and applies all the principles and best
practice provisions contained in the Corporate Governance Code,
with the exception of the following provisions:
Our stakeholders are those groups and individuals that directly or In deviation of best practice II.1.1., the chairman of the Board
of Management has been appointed for an indefinite period.
indirectly influence the company’s activities, or are influenced by
This appointment predates the introduction of the Corporate
them. They include the employees, shareholders and other financiers,
Governance Code. His contract with the company was also
suppliers, clients, government bodies, educational and knowledge
entered into prior to the introduction of the Corporate Governance
institutes, industry and society associations (including NGOs) and
Code and applies for an indefinite period. Boskalis does apply
the communities in which Boskalis operates.
the best practice provision to the other members as well as future
members of the Board of Management.
At least one General Meeting of Shareholders takes place every
year. Its tasks include the adoption of financial statements and it
holds authority with regard to the appointment and dismissal of
The contracts between the company and two members of the Board
of Management deviate from best practice provision II.2.8. The
Supervisory Board members.
contract of the chairman of the Board of Management provides
for a severance payment equal to 18 months and the contract of
The interests of employees are promoted by the Works Council,
the Chief Financial Officer provides for a 24-month severance
which provides ongoing employee representation as required
payment. Boskalis does apply the best practice provision to the
under the Dutch Works Councils Act. It is the task of the Works
contracts of all other members as well as future members of the
Council to ensure that management objectives correspond to those
Board of Management.
of the employees.
58
outlook
For this year and based on current insights, no major changes are expected in the Dredging & Inland
Infra and Towage markets relative to 2014. Based on the current order book, the Dredging fleet
utilization levels are expected to be good. The outlook for Offshore Energy is mixed, with long-term
contracts and work already contracted expected to provide an important degree of stability, whilst the
spot market-related Transport activities and Subsea Services are experiencing pressure on utilization levels
and margins.
The project-based nature of a significant part of our activities makes it difficult to give a specific
quantitative forecast for the full-year result early on in the year. In light of this we are currently unable to
provide quantitative guidance with regard to the 2015 full-year result. However, it is already clear that
the contribution from possible exceptional items will be substantially lower in 2015 than the EUR 200
million contributed to EBIT in 2014.
Capital expenditure in 2015 is expected to be EUR 250-275 million and will be financed from the
company’s own cash flow.
Boskalis has a very sound financial position and the solvency ratio now exceeds 53%. The high result and
lower net debt position has reduced the net debt to EBITDA ratio to 0.7.
A cutter suction dredger deepening and widening a
navigation channel in Qatar
59
STATEMENT OF DIRECTORS’
RESPONSIBILITIES
The Board of Management of Royal Boskalis Westminster N.V. hereby declares, in accordance with
article 5:25c of the Dutch Financial Supervision Act, that to the best of its knowledge:
(1)the financial statements, which have been prepared in accordance with the applicable standards for
preparing financial statements and as included on pages 61 to 126 of the Annual Report, provide a
true and fair view of the assets, liabilities and financial position as at 31 December 2013 as well as
the profit or loss of Royal Boskalis Westminster N.V. and all the business undertakings included in the
consolidation;
(2)the Annual Report provides a true and fair view of the condition, the business performance during the
financial year of Royal Boskalis Westminster N.V. and the companies associated with it whose details
are included in the financial statements, as at the balance sheet date of 31 December 2014;
(3)the Annual Report provides a description of the material risks faced by the company.
Papendrecht / Sliedrecht, 11 March 2015
Board of Management
dr. P.A.M. Berdowski, chairman
T.L. Baartmans
J.H. Kamps, CFO
F.A. Verhoeven
boskalis financial statements 2014
60
61
boskalis
financial statements 2014
TABLE OF CONTENTS
Consolidated income statement
Consolidated statement of recognized and unrecognized income and expenses
Consolidated balance sheet
Consolidated statement of cash flows
Consolidated statement of changes in equity
Explanatory notes to the consolidated financial statements
1.
General
2.
Compliance with international financial reporting standards
2.1
Compliance statement
2.2
New and revised standards
2.3
New standards and interpretations not yet adopted
3.
Principles of financial reporting
3.1
Format and valuation
3.2
Consolidation
3.3
Foreign currencies
3.4
Derivatives and hedging
3.5
Impairment
3.6
Intangible assets
3.7
Property, plant and equipment
3.8
Strategic investments
3.9
Non-current receivables
3.10 Financial instruments available for sale
3.11 Inventories
3.12 Due from and due to customers
3.13 Trade and other receivables
3.14 Cash and cash equivalents
3.15 Share capital
3.16 Interest bearing borrowings
3.17 Employee benefits
3.18 Provisions
3.19 Trade and other payables
3.20 Assets held for sale
3.21 Revenue
3.22 Other income and other expenses
3.23 Raw materials, consumables, services and contracted work
3.24 Personnel expenses
3.25 Lease payments
3.26 Finance income and costs
3.27 Share in result of joint ventures and associated companies
3.28 Taxation / deferred income tax assets and liabilities
3.29 Profit per share
3.30 Dividends
3.31 Determination of fair value
3.32 Consolidated statements of cash flows
3.33 First application of IFRS 10 and IFRS 11
4.
Segment reporting
4.1
Operational segments
5.
Business combinations and assets held for sale
5.1
Acquisition Fairmount
5.2
Cooperation with SAAM
5.3
Disposal group
6.
Revenue
7.
Other income and other expenses
8.
Raw materials, consumables, services and contracted work
9.
Personnel expenses
10.
Finance income and expenses
11.
Taxation
12.
Income tax receivable and payable
13.
Deferred income tax assets and liabilities
14.
Intangible assets
14.1 Goodwill
14.2 Other intangible assets
15.
16.
Joint ventures and Associated companies
17.
Non-current financial assets
17.1 Other non-current receivables
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65
66
67
68
70
70
70
70
70
71
71
71
71
72
73
73
74
74
75
75
75
75
75
75
75
75
76
76
76
77
77
77
77
77
77
77
78
78
78
78
78
78
79
80
83
84
84
84
85
86
86
87
87
87
88
88
89
89
91
92
93
93
94
96
96
17.2 Financial instruments available for sale
18.
Inventories
19.
Due from and due to customers
20.
Trade and other receivables
21.
Cash and cash equivalents
22.
Group equity
22.1 Issued capital and share premium
22.2 Retained earnings
22.3 Dividends
22.4 Earnings per share
22.5 Other reserves
23.
Interest-bearing borrowings
24.
Employee benefits
24.1 Defined benefit pension schemes
24.2 Defined Contribution pension schemes
25.
Provisions
26.
Trade and other payables
27.
Financial instruments
27.1 Financial risk management
27.2 On-Balance financial instruments and fair value
27.3 Capital management
27.4 Other financial instruments
28.
Commitments and contingent liabilities
29.
Related parties
29.1 Identity of related parties
29.2 Related party transactions
29.3 Joint operations
Company income statement
Company balance sheet before profit appropriation
Statement of changes in shareholders
1.
General
2.
Principles of financial reporting
2.1
Accounting policies
2.2
Format
2.3
Investments in Group Companies
2.4
Amounts due from Group Companies
2.5
Amounts due to Group Companies
2.6
Result of Group Company
3.
Investments in Group Companies
4.
Issued capital and share premium
5.
Other reserves
6.
Profit for the year
7.
Financial instruments
8.
Remuneration of the members of the board of management and members of the supervisory board
9.
Auditor remuneration
10.
Commitments and contingent liabilities
Other information
Independent auditor’s report
96
97
97
97
97
98
98
98
99
99
99
101
102
102
106
106
106
106
107
112
114
114
114
115
115
118
119
120
120
121
122
122
122
122
122
122
122
122
122
123
123
123
124
124
124
124
126
128
64
CONSOLIDATED INCOME
STATEMENT
(in thousands of EUR)
Note
2014
2013 REVISED*)
3,144,048
OPERATING INCOME
Revenue
[6]
3,166,888
Other income
[7]
11,296
96,781
3,178,184
3,240,829
OPERATING EXPENSES
Raw materials, consumables, services and subcontracted work
[8]
- 1,774,745
- 2,034,791
Personnel expenses
[9]
- 513,991
- 507,797
Other expenses
[14/15]
-
- 4,701
- 293,514
- 293,787
- 2,582,250
- 2,841,076
Revaluation of stake in associated company prior to business combination
[16]
-
22,716
Share in result of joint ventures and associated companies (after taxation)
[16]
56,411
40,956
652,345
463,425
OPERATING RESULT
FINANCE INCOME AND COSTS
Finance income
[10]
10,100
4,541
Finance costs
[10]
- 46,054
- 49,929
- 35,954
- 45,388
616,391
418,037
- 124,163
- 52,756
492,228
365,281
490,290
365,691
Profit before taxation
Income tax expense
[11]
NET GROUP PROFIT
Net group profit attributable to:
Shareholders
Non-controlling interests
1,938
- 410
492,228
365,281
Average number of shares
[22.4]
121,606,364
118,445,238
Earnings per share
[22.4]
EUR 4.03
EUR 3.09
Diluted earnings per share
[22.4]
EUR 4.03
EUR 3.09
FINANCIAL STATEMENTS 2014 - BOSKALIS
* For the revisions in previous year reference is made to note 2.2 in the accounting policies.
This notes on pages 70 to 119 are an integral part of these consolidated financial statements.
65
CONSOLIDATED STATEMENT OF
RECOGNIZED AND UNRECOGNIZED
INCOME AND EXPENSES
Note
NET GROUP PROFIT FOR THE REPORTING PERIOD
2014
2013 REVISED*)
492,228
365,281
- 63,542
64,776
10,272
- 8,853
- 53,270
55,923
191,166
- 50,241
ITEMS THAT WILL NEVER BE RECLASSIFIED TO PROFIT OR LOSS
Actuarial gains and losses and asset limitation on defined benefit pension schemes
[24.1]
Income tax on unrecognized income and expenses that will never be reclassified to profit or
loss
[13]
Total unrecognized income and expenses for the period that will never be reclassified to profit
or loss, net of income tax
ITEMS THAT ARE OR MAY BE RECLASSIFIED SUBSEQUENTLY TO PROFIT OR LOSS
Currency translation differences on foreign operations
Currency difference related to disposal of share in joint venture
9,583
- 257
5,504
- 15,177
48,571
-
- 313
- 5,166
profit or loss
254,511
- 70,841
UNRECOGNIZED INCOME AND EXPENSES FOR THE REPORTING PERIOD, AFTER TAXATION
201,241
- 14,918
TOTAL RECOGNIZED AND UNRECOGNIZED INCOME AND EXPENSES FOR THE REPORTING PERIOD
693,469
350,363
691,532
352,040
Movement in fair value of cash flow hedges
[27.2]
Income tax on unrecognized income and expenses that are or may be reclassified
subsequently to profit or loss
[13]
Total unrecognized income and expenses for the period which are or may be reclassified to
ATTRIBUTABLE TO:
Shareholders
TOTAL RECOGNIZED AND UNRECOGNIZED INCOME AND EXPENSES FOR THE REPORTING PERIOD
1,937
- 1,677
693,469
350,363
66
CONSOLIDATED
BALANCE SHEET
31 DECEMBER
1 JANUARY
2013 REVISED*) 2013 REVISED*)
Note
2014
Intangible assets
[14]
517,668
565,602
422,661
[15]
2,743,888
2,626,830
1,809,100
Investments in associated companies
[16]
775,467
445,361
730,598
Non-current financial assets
[17]
299,026
12,674
16,491
Derivatives
[27]
3,013
547
819
DEFERRED INCOME TAX ASSETS
[13]
19,187
5,979
23,560
4,358,249
3,656,993
3,003,229
NON-CURRENT ASSETS
CURRENT ASSETS
Inventories
[18]
103,076
97,816
76,381
Due from customers
[19]
167,494
251,362
213,789
[20]
631,997
683,317
761,297
Derivatives
[27]
6,316
12,184
15,571
Income tax receivable
[12]
11,558
8,797
14,244
[21]
395,952
330,351
319,171
Assets disposal group
[5.3]
TOTAL ASSETS
237,985
280,387
-
1,554,378
1,664,214
1,400,453
5,912,627
5,321,207
4,403,682
GROUP EQUITY
Issued capital
[22]
98,350
96,212
85,827
Share premium
[22]
537,245
538,407
229,452
Other reserves
[22]
422,744
232,915
202,599
Retained earnings
[22]
2,093,598
1,657,703
1,380,127
3,151,937
2,525,237
1,898,005
7,877
6,922
9,245
[22]
3,159,814
2,532,159
1,907,250
[23]
822,817
965,035
403,558
Employee benefits
[24]
76,060
13,757
105,638
Deferred income tax liabilities
[13]
26,074
43,101
58,466
Provisions
[25]
28,591
26,202
22,316
Derivatives
[27]
7,684
44,468
17,245
961,226
1,092,563
607,223
SHAREHOLDERS' EQUITY
NON-CONTROLLING INTERESTS
TOTAL GROUP EQUITY
NON-CURRENT LIABILITIES
CURRENT LIABILITIES
Due to customers
[19]
283,733
253,622
318,394
[23]
78,123
4,029
352,201
Bank overdrafts
[21]
2,371
5,709
4,724
Income tax payable
[12]
195,162
142,481
124,550
[26]
1,160,581
1,142,709
1,066,833
Provisions
[25]
3,776
4,659
2,642
Derivatives
[27]
13,595
24,919
19,865
Liabilities disposal group
[5.3]
54,246
118,357
-
1,791,587
1,696,485
1,889,209
TOTAL LIABILITIES
2,752,813
2,789,048
2,496,432
TOTAL GROUP EQUITY AND LIABILITIES
5,912,627
5,321,207
4,403,682
67
CONSOLIDATED STATEMENT
OF CASH FLOWS
2014
2013 REVISED*)
Net group profit
492,228
365,281
293,514
293,787
Cash flow
785,742
659,068
35,954
45,388
Note
CASH FLOWS FROM OPERATING ACTIVITIES
Adjustments for:
Finance income and costs
Income tax expense
124,163
52,756
Results from disposals
- 11,296
- 82,881
-3
- 42,468
Movement provisions and employee benefits
Movement in inventories
Movement trade and other receivables
- 454
9,892
35,744
128,311
Movement trade and other payables
- 69,963
33,711
Movement due from and due to customers
109,599
- 96,007
Share in result of associated companies, including revaluation result
- 56,411
- 63,672
Cash generated from operating activities
953,075
644,098
26,964
18,752
Dividends received
Interest received
7,034
4,541
Interest paid
- 42,954
- 39,158
Income taxes paid
- 92,042
- 34,130
Net cash from operating activities
852,077
594,103
- 266,028
- 244,784
CASH FLOWS FROM INVESTING ACTIVITIES
Purchases of property, plant and equipment, excluding capitalized borrowing costs
[15]
Disposal of cash and cash equivalents
Proceeds from disposals of property, plant and equipment
Investment in group company, net of cash acquired
[5.1]
Investment in share in Fugro N.V.
[17.2]
Disposal of joint venture
Disposal of (a part of) group companies, net of cash disposed
-
-
25,531
67,994
- 43,841
- 398,677
- 242,364
-
[5.3]
-
145,661
[5.2]
- 26,292
40,538
-
- 20,009
Acquisition of (a part of) joint venture
Repayment of outstanding loan by joint venture
Net investments in associated companies prior to business combination
4,583
7,870
-
- 65,248
- 548,411
- 466,655
[16]
Net cash used in investing activities
Proceeds from loans
318,125
1,336,736
Repayment of loans
- 515,749
- 1,671,035
Transaction costs paid related to raising financing
- 3,610
- 14,395
Proceeds from issue of share capital
[22]
-
320,000
Purchase of own shares
[22]
- 27,724
-
-
- 4,482
- 37,108
- 43,237
Acquisition of non-controlling interests
Dividends paid to the Company's shareholders
Dividends paid to non-controlling interests
Net cash used in / from financing activities
NET INCREASE IN CASH AND CASH EQUIVALENTS
Net cash and cash equivalents as at 1 January
[21]
Net increase in cash and cash equivalents
Currency translation differences
MOVEMENT IN NET CASH AND CASH EQUIVALENTS
NET CASH AND CASH EQUIVALENTS AS AT 31 DECEMBER
[21]
- 1,607
- 2,427
- 267,673
- 78,840
35,993
48,608
354,304
313,312
35,993
48,608
5,139
- 7,616
41,132
40,992
395,436
354,304
CASH FLOWS FROM FINANCING ACTIVITIES
68
CONSOLIDATED STATEMENT
OF CHANGES IN EQUITY
Note
Balance as at 1 January 2014
TOTAL
NONCONTROLLIN
G INTEREST
TOTAL GROUP
EQUITY
1,657,703
2,525,237
6,922
2,532,159
490,290
490,290
1,938
492,228
- 53,270
-
- 53,270
-
- 53,270
202,382
-
202,382
623
203,005
3,559
-
3,559
-
3,559
- 1,936
1,936
-
-
-
-
48,571
48,571
-
48,571
-
ISSUED
CAPITAL
SHARE
PREMIUM
OTHER
RESERVES
RETAINED
EARNINGS
[22.1]
[22.1]
[22.5]
[22.2]
96,212
538,407
232,915
TOTAL RECOGNIZED AND UNRECOGNIZED INCOME AND
EXPENSES FOR THE PERIOD
Net group profit for the period
Unrecognized income and expenses for the
period
Defined benefit plan actuarial gains (losses) and asset
limitation, after taxation
Foreign currency translation differences for foreign
operations, after taxation
Effective cash flow hedges, after taxation
Realization through sale of underlying asset
Revaluation of share in Fugro N.V.
Reclass result of new joint venture to revaluation
reserve
4,405
- 4,405
-
-
34,689
- 34,689
-
-
-
189,829
11,413
201,242
623
201,865
189,829
501,703
691,532
2,561
694,093
-
-
- 27,724
- 27,724
-
- 27,724
Movement other legal reserve
Total unrecognized income and expenses for the period
Total recognized and unrecognized income and
expenses for the period
TRANSACTIONS WITH SHAREHOLDERS, RECOGNIZED
DIRECTLY IN EQUITY
Purchase own shares
-
DISTRIBUTIONS TO SHAREHOLDERS
Cash dividends
-
-
-
- 37,108
- 37,108
- 1,606
- 38,714
Stock dividends
2,138
- 1,162
-
- 976
-
-
-
Total transactions with shareholders
2,138
- 1,162
-
- 65,808
- 64,832
- 1,606
- 66,438
98,350
537,245
422,744
2,093,598
3,151,937
7,877
3,159,814
Balance as at 31 December 2014
69
TOTAL
NONCONTROLLIN
G INTEREST
TOTAL GROUP
EQUITY
1,380,127
1,898,005
18,147
1,916,152
-
-
-
- 8,902
- 8,902
202,599
1,380,127
1,898,005
9,245
1,907,250
365,691
365,691
- 410
365,281
96,983
- 41,060
55,923
514
56,437
operations, after taxation
- 57,872
-
- 57,872
-
- 57,872
Effective cash flow hedges, after taxation
- 11,158
-
- 11,158
-
- 11,158
-
Note
Adjustments due to the first application of IFRS 11
Balance as at 1 January 2013 REVISED*)
ISSUED
CAPITAL
SHARE
PREMIUM
OTHER
RESERVES
RETAINED
EARNINGS
[22.1]
[22.1]
[22.5]
[22.2]
85,827
229,452
202,599
-
-
85,827
229,452
TOTAL RECOGNIZED AND UNRECOGNIZED INCOME AND
EXPENSES FOR THE PERIOD
Net group profit for the period
Unrecognized income and expenses for the
period
Defined benefit plan actuarial gains (losses) and asset
limitation, after taxation
Foreign currency translation differences for foreign
Revaluation existing participation prior to business
combination with Dockwise
22,716
- 22,716
-
-
- 20,353
20,353
-
-
-
30,316
- 43,423
- 13,107
514
- 12,593
30,316
322,268
352,584
104
352,688
310,127
-
-
317,885
-
317,885
Movement other legal reserve
Total unrecognized income and expenses for the period
Total recognized and unrecognized income and
expenses for the period
TRANSACTIONS WITH SHAREHOLDERS, RECOGNIZED
DIRECTLY IN EQUITY
Issue of ordinary shares
7,758
Distributions to shareholders
Cash dividends
-
-
-
- 43,237
- 43,237
- 2,427
- 45,664
Stock dividends
2,627
- 1,172
-
- 1,455
-
-
-
Non-controlling interest in Dockwise Ltd.
-
-
-
-
-
4,482
4,482
Non-controlling interest in Dockwise Ltd.
-
-
-
-
-
- 4,482
- 4,482
Total transactions with shareholders
10,385
308,955
-
- 44,692
274,648
- 2,427
272,221
Balance as at 31 December 2013 REVISED*)
96,212
538,407
232,915
1,657,703
2,525,237
6,922
2,532,159
Movements in interests in subsidiaries
70
EXPLANATORY NOTES TO THE
CONSOLIDATED FINANCIAL STATEMENTS
1. GENERAL
Royal Boskalis Westminster N.V. is a leading global services
provider operating in the dredging, dry and maritime
infrastructure and maritime services sectors. Royal Boskalis
Westminster N.V. (the ‘company’) has its registered office in
Sliedrecht, the Netherlands, and its head office is located in
Papendrecht, the Netherlands. The company is a public
limited company listed on the Euronext Amsterdam stock
exchange.
The consolidated financial statements of Royal Boskalis
Westminster N.V. for 2014 include the company and group
companies (hereinafter referred to jointly as the ‘Group’ and
individually as the ‘Group entities’) and the interests of the
Group in associated companies and entities over which it has
joint control. The consolidated financial statements were
prepared by the Board of Management and have been signed
on 11 March 2015. The financial statements 2014 will be
submitted for approval to the Annual General Meeting of
Shareholders of 12 May 2015.
2. COMPLIANCE WITH INTERNATIONAL FINANCIAL
REPORTING STANDARDS
2.1
COMPLIANCE STATEMENT
The consolidated financial statements and the accompanying
explanatory notes have been prepared in accordance with the
International Financial Reporting Standards (IFRS), as adopted
by the European Union, and with Part 9 of Book 2 of the
Dutch Civil Code.
2.2
NEW AND REVISED STANDARDS
Except as described below, the accounting principles applied
to the valuation of assets and liabilities and the determination
of results are the same as the valuation principles applied to
the 2013 consolidated financial statements. The new and
revised standards require a revision of prior year financial
statements. As a result, the Group has presented the
consolidated income statement, the consolidated statement of
recognized and unrecognized income and expenses, the
consolidated balance sheet and the consolidated cash flow
statement accordingly.
Consolidation
IFRS 10 Consolidated Financial Statements replaces the
requirements regarding consolidating as described in IAS 27
Consolidated and Separate Financial Statements. IFRS 10
provides a single consolidation model in which ownership
determines the requirement of consolidation of several types of
investees. The adoption of this standard does not affect the
Group.
Joint Arrangements
IFRS 11 Joint Arrangements outlines the accounting of joint
ventures (disclosed as ‘ joint arrangements’ in the new
standard). Most important change is that for joint
arrangements the option of applying the “equity” method or
proportional consolidation is removed; only the equity method
can be applied for joint ventures and joint operations should
be consolidated proportionally.
For joint operations, mainly project driven construction
consortiums, the Group has to account for its share in the
assets, liabilities, income and expenses of these joint ventures
(comparable to proportional consolidation).
The adoption of this standard does neither affect the net group
profit attributable to shareholders nor the equity attributable to
shareholders.
The share of the Group in the result of the strategic partnership
primarily concerns the share in the operating result. As a
result, the presentation of the income statement has been
adjusted. The share in the result of associated companies and
joint ventures, after finance income and costs and income tax,
is presented as part of the operating result.
The impact of the adoption of this standard and adjustments of
the income statement are quantified in the consolidated
income statement and consolidated balance sheet as shown in
paragraph 3.33.
The revised consolidated current and prior year balance sheet
are included, as well as the prior year opening balance sheet.
Disclosure of Interests in Other Entities
IFRS12 Disclosure of interests in other entities includes the
disclosure requirements for subsidiaries, associates and joint
arrangements, as well as unconsolidated structured entities.
Accordingly, the first application of IFRS10 and IFRS11 and
the adjustments in IAS28R, the requirements of IFRS12 are
disclosed in the financial statements 2014
Information on the recoverable amount regarding
impairment losses
This adjustment in IAS 36 ‘Impairment of Assets’ requires that
the recoverable amount of the assets or cash generating units
in which an impairment loss or reversal of an impairment loss
was accounted for is disclosed. The adjustment is applied as
of 1 January 2014.
71
ventures or associated companies. Details are incorporated in
the explanatory notes to these items. Next to the elements
already explained in the explanatory notes to the financial
The following standards, amendments to standards and
statements, there are no other critical valuation judgements in
interpretations, are not effective in 2014 and / or not yet
endorsed by the European Committee. They have therefore not the application of the principles that need further explanation.
been applied in these consolidated financial statements. Based The estimates made and the related assumptions are based on
on the current insights, the Group does not plan to adopt these management’s experience and understanding and the
development of external factors that can be considered
standards and interpretations early and the extent of the
possible impact has not been determined. The most important reasonable under the given circumstances. Estimates and
assumptions are subject to alterations as a result of changes to
possible changes for the Group can be summarized as
facts and understanding and may have different outcomes per
follows:
reporting period. Any differences are recognized in the
 IFRIC21 ‘Levies’ provides guidance on when to recognize balance sheet or income statement, depending on the nature
a liability for a levy imposed by a government. Levies are of the item. The actual results may deviate from results
reported previously on the basis of estimates and assumptions.
liabilities in accordance with laws and legislations, other
Unless stated otherwise, all amounts in the notes in these
than corporate income taxes and fines. No liability is
financial statements are stated in thousands of euros.
recognized for levies which are accountable to future
periods. This interpretation is applicable as from 1
January 2015. The adoption will have no impact on the
3.2 CONSOLIDATION
shareholders’ equity and result of the Group.
The Group consolidates companies over which control is
 IFRS9 Financial Instruments; classification and
exercised, when the Group is exposed, or has the rights, to
measurement, has an effective date for annual periods
variable returns from its involvement with the investee and has
starting on or after 1 January 2018. The EU has not yet
the ability to affect those returns. Subsidiaries are included in
adopted this Standard.
the consolidation for 100%, taking into account any minority
 IFRS15 ‘Revenue from Contracts in Customers’ provides a share. For joint arrangements the Group accounts for its
framework for recognition of income and will replace the specific rights and obligations. Strategic investments (joint
current standards IAS 18 Revenue and IAS 11
ventures and associated companies) are accounted for using
Construction Contracts. The Standard has an effective
the equity method.
date for annual periods starting on or after 1 January
2017. The EU has not yet adopted this Standard.
3.2.1
GROUP COMPANIES
Group companies are included in the consolidation for 100%
on the basis of existing control, taking into account any
3. PRINCIPLES OF FINANCIAL REPORTING
minority interests. The figures of Group companies are
The principles for financial reporting subsequently disclosed
included in the consolidated financial statements from the date
are applied consistently for all periods included in these
that control commences until the date that control ceases.
consolidated financial statements and have been applied
consistently by the Group entities.
When the Group loses control over a Group Company, it
2.3 NEW STANDARDS AND INTERPRETATIONS NOT YET
ADOPTED
3.1
FORMAT AND VALUATION
The consolidated financial statements are presented in euros,
the Group’s functional currency. The consolidated financial
statements are based upon historical cost to the extent that
IFRS does not prescribe another accounting method for
specific items. Preparing financial statements means that
estimates and assumptions made by the management partially
determine the recognized amounts under assets, liabilities,
revenues and costs. The estimates and assumptions are mainly
related to the measurement of intangible assets (including
goodwill), property, plant and equipment, results on
completion of work in progress, pension liabilities, taxation,
provisions and financial instruments. Judgements made by
management within the application of IFRS with a material
effect on the financial statements are the qualifications of
investments as Group companies, joint operations, joint
derecognises the assets and liabilities of the subsidiary, any
non-controlling interests and the other components of equity
related to the subsidiary. Any resulting gain or loss is
recognised in the income statement. If the Group retains any
interest in the former subsidiary, then such interest is measured
at fair value at the date that control is lost. Subsequently it is
accounted for as a joint venture or as an associated company
depending on the level and nature of influence retained.
3.2.2
JOINT OPERATIONS
When the group has common control over and the Group is
entitled to the rights to the assets and is liable for the liabilities
of the entity, this entity is classified as a joint operation.
Common control has been laid down in a contract and
strategic decisions on financial and operational policy are
taken by unanimous agreement. Joint operations mainly relate
to project driven construction consortiums.
The presentation of last year’s figures has been modified to be
consistent with current financial year’s presentation.
72
3.2.3
JOINT VENTURES AND ASSOCIATED COMPANIES
The Group divides strategic investments in joint ventures and
associated companies based on the type and degree of
influence.
Joint ventures are those entities over which the Group has joint
control, whereby this control has been laid down in a contract
and strategic decisions on financial and operational policy
are taken by unanimous agreement. The group is only entitled
to the net assets of the joint ventures.
Shareholdings that are not eligible for consolidation based on
control, but where there is significant influence on the financial
and operating policy, are recognized under associated
companies. Significant influence is presumed to exist when the
Group holds 20 percent or more of the voting power of
another entity.
The consolidated financial statements include the Group’s
share in the result of associated companies, after adjustments
to align the accounting policies with those of the Group, from
the date that significant influence commences until the date
that significant influence ceases (see note 3.8).
3.2.4
ELIMINATION OF TRANSACTION UPON
CONSOLIDATION
Intragroup receivables and payables, as well as intragroup
transactions, finance income and expenses and unrealized
results within the Group and with associated companies, joint
operations and joint ventures, are eliminated in preparing the
consolidated financial statements to the extent of the Group’s
share in the entity.
3.2.5
BUSINESS COMBINATION AND ACQUISITIONS OF
NON-CONTROLLING INTERESTS
Business combinations are accounted for using the acquisition
method as at the acquisition date, which is the date on which
control is transferred to the Group.
Control exists when the Group has:



the ability to direct relevant activities by its voting power;
the rights to variable returns from its involvement with the
investee, and
the ability to affect those returns.
When the Group acquires the majority of the voting rights or
similar rights in an entity, all relevant facts and circumstances
will be involved in the assessment whether the Group has
power over the investee. In assessing whether control exists,
the Group takes into consideration potential voting rights that
are currently exercisable.
The Group measures goodwill at the acquisition date as:




the fair value of the consideration transferred; plus
the recognized amount of any non-controlling interests in
the acquiree; plus
if the business combination is achieved in stages, the fair
value of the existing equity interest in the acquiree; less
the net recognized amount (generally fair value) of the
identifiable assets acquired and liabilities assumed.
When the excess is negative, a bargain purchase gain is
recognized immediately in the income statement.
The consideration transferred does not include amounts related
to the settlement of preexisting relationships. Such amounts are
recognized in the income statement. Costs related to the
acquisition, other than those associated with the issue of debt
or equity securities, that the Group incurs in connection with a
business combination are expensed as incurred.
Accounting for acquisitions of non-controlling interests
Acquisitions of non-controlling interests are accounted for as
transactions with owners in their capacity as owners and
therefore no goodwill is recognized as a result of such
transactions. A newly acquired non-controlling interest is
valued at either the fair value of the acquired assets and
liabilities or the fair value of the consideration paid or
received, determined per business combination.
3.3
FOREIGN CURRENCIES
The assets and liabilities of foreign Group companies and joint
ventures that are denominated in functional currencies other
than the euro have been translated at the exchange rates as at
the end of the reporting period. The income statement items of
the foreign Group companies and joint ventures concerned
have been translated at average exchange rates, which
approximate the applicable exchange rates at transaction
settlement date. Resulting currency translation differences are
added or charged directly to the currency translation reserve
in group equity. Exchange rate differences as a result of
operational transactions are included in the consolidated
income statement of the reporting period. At the end of each
reporting period, monetary items denominated in foreign
currencies are translated at the rates prevailing at that date.
The foreign currency gain or loss on monetary items is the
difference between amortized cost in the functional currency at
the beginning of the year, adjusted for effective interest and
payments during the year, and the amortized cost in foreign
currency translated at the exchange rate at the end of the
year. Non-monetary items that are measured in terms of
historical cost in a foreign currency are translated using the
exchange rate at the date of the transaction. Foreign currency
differences on non-current receivables, loans and other
73
Joint ventures and associates with a functional currency other
than the functional currency of the Group are translated
according to the above mentioned method, taking into
account that assets and liabilities of these interests are not
consolidated.
3.4
DERIVATIVES AND HEDGING
It is the policy of the Group to use cash flow hedges to cover
all operational currency risks that mainly relate to future cash
flows from contracts that are highly probable to be realized
and that are denominated in currencies other than the relevant
functional currency. Fuel price risks and interest rate risks in
future cash flows can be hedged from time to time using
specific derivatives.
Hedge accounting is applied to the majority of cash flow
hedges as follows. On initial designation of the hedge, the
Group formally documents the relationship between the
hedging instrument(s) and hedged item(s), including the risk
management objectives and strategy in undertaking the hedge
transaction, together with the methods that will be used to
assess the effectiveness of the hedging relationship. The Group
makes an assessment, both at the inception of the hedge
relationship as well as on an ongoing basis, whether the
hedging instruments are expected to be “effective” in offsetting
the changes in the fair value or cash flows of the respective
hedged items during the period for which the hedge is
designated, and whether the actual results of each hedge are
within a range of 80 - 125 percent. For a cash flow hedge of
a forecast transaction, the transaction should be highly
probable to occur and should present an exposure to
variations in cash flows that could ultimately affect reported
net income.
and the ineffective portion of effective cash flow hedges) are
included in the income statement for the reporting period.
Results from settled effective cash flow hedges and the
movements in the market value of ineffective cash flow hedges
insofar these relate to non-current receivables, loans and other
borrowings are recognized as finance income and finance
expenses and otherwise in the related items within operating
result. The purchase or sale of financial instruments is
generally recorded at transaction rate. Derivatives are stated
at fair value; attributable transaction costs are recognized in
the income statement as incurred. Subsequent to initial
recognition, derivatives are measured at fair value, and
changes therein are accounted for as described.
3.5
IMPAIRMENT
The book value of the assets of the Group, excluding
inventories, assets arising from employee benefits and
deferred income tax assets is reviewed at each balance sheet
date to determine whether there is any indication of
impairment. If any such indication exists, an estimate of the
realizable amount of the asset is made. For goodwill, assets
with an indefinite useful life, the realizable amount is estimated
annually. An impairment loss is recognized when the book
value of an asset or its cash-generating unit to which it belongs
exceeds its realizable amount.
Impairment losses are recognized in the income statement.
Impairment losses recognized in respect of cash generating
units are allocated first to reduce the book value of any
goodwill allocated to cash generating units (or groups of units)
and then proportionally deducted from the book value of the
assets of the unit (or group of units).
The realizable amount of receivables accounted for at
amortized cost is calculated as the present value of expected
future cash flows, discounted at the effective interest rate. For
the other assets or cash generating segments, the realizable
amount equals the fair value less costs to sell or value in use,
whichever is higher. In determining the value in use, the
present value of estimated future cash flows is calculated using
The application of hedge accounting means that movements in a discount rate that reflects current market assessments of the
time value of money and the risks specific to the asset.
the market value of cash flow hedges not yet settled –
including results realized on the “rolling forward” of existing
Indications of impairment of floating and other construction
hedges as a result of differences between the duration of the
material are based on long-term expectations for the utilization
hedges concerned and the underlying cash flows – will be
of equipment or interchangeable equipment. If there is any
directly added or charged to the hedging reserve in group
indication of impairment, the realizable value of the asset
equity, taking taxation into account. If a cash flow hedge
added or charged to the group equity either expires, is closed concerned is determined on the basis of the net realizable
or is settled, or the hedge relation with the underlying cash
value or present value of the estimated future cash flows.
flows can no longer be considered effective, the accumulated
result will continue to be recognized in group equity as long
as the underlying cash flow is still expected to take place.
When the underlying cash flow actually takes place, the
accumulated result is included directly in the income statement.
Movements in the market value of cash flow hedges to which
no hedge accounting is applied (ineffective cash flow hedges
borrowings are recognized as finance income and expenses,
except for the foreign currency differences on loans which are
part of a net investment hedge; other foreign currency
differences as a result of transactions are recognized in the
related items within the operating result.
74
In respect of goodwill no impairment losses are reversed. An
impairment loss in respect of a receivable accounted for at
amortized cost is reversed if the reversal can be related
objectively to an event occurring after the impairment loss was
recorded. For other assets, impairment losses are reversed if
the estimates used to determine the realizable amount give
cause to do so, but only to the extent that the book value of the
asset does not exceed the book value net of depreciation or
amortization that would have applied if no impairment loss
had been recognized.
3.6
INTANGIBLE ASSETS
Goodwill arises upon acquiring Group companies and joint
operations and is calculated as the difference between the
acquisition price and the fair value of the assets and liabilities
acquired, according to the accounting principles of Royal
Boskalis Westminster N.V. The goodwill has been allocated to
the cash generating unit representing the lowest level within
the Group at which the goodwill is monitored for internal
management purposes, which does not exceed the level of the
Group’s operating units. Goodwill and other intangible assets
are capitalized net of accumulated amortization and
accumulated impairment losses. Amortization of trademarks
valued at acquisition takes place over four years, the
amortization of customer portfolios and contracts valued at
acquisition takes place over seven to twenty-two years.
Goodwill and intangible assets with an infinite useful life are
not consistently amortized, but are tested for impairment every
year or in case of an indication for impairment (see note 3.5).
Negative goodwill that may arise upon acquisition is added
directly to the income statement. In respect of associated
companies, the book value of goodwill is included in the book
value of the investment.
Other intangible assets are capitalized only when it is
probable that future economic benefits embodied in an asset,
will flow to the Group and the cost of the asset can be reliably
measured. Other intangible assets with a finite useful life are
stated at cost less accumulated amortization and accumulated
impairment losses.
Expenditure on research activities, undertaken with the
prospect of gaining new scientific or technical knowledge and
understanding, is expensed as incurred.
3.7
PROPERTY, PLANT AND EQUIPMENT
Property, plant and equipment are stated at cost price less
accumulated depreciation calculated from the date of
commissioning and accumulated impairment losses. The cost
price is based on the purchase price and / or the internally
generated cost based on directly attributable expenses. The
depreciation, taking into account an assumed residual value,
is calculated over the estimated remaining useful lives
assigned to the various categories of assets. Modifications and
capacity enhancing investments are also capitalized at cost
and amortized over the remaining life of the asset. Property,
plant and equipment under construction are included in the
balance sheet on the basis of installments paid, including
interest during construction. When property, plant and
equipment consists of components with different useful lives,
they are accounted for as separate items.
Buildings are depreciated over periods ranging from ten to
thirty years. The depreciation periods of components of the
majority of the floating and other construction materials ranges
from five to thirty years. Furnitures and other fixed assets are
depreciated over a period between three and ten years. Land
is not depreciated. The wear of dredging equipment is highly
dependent on unpredictable project-specific combinations of
soil conditions, material to be processed, maritime
circumstances, and the intensity of the deployment of the
equipment. As a result of this erratic and time-independent
patterns, the maintenance and repair expenses for conserving
the assets are charged to the income statement.
Methods for depreciation, useful life and residual value are
reassessed at the end of each financial year and amended if
necessary.
Leases in terms of which the Group assumes substantially all
the risks and rewards of ownership are classified as finance
leases. Upon initial recognition the leased asset classified as a
tangible fixed asset and is measured at an amount equal to
the lower of its fair value and the present value of the minimum
lease payments. Subsequent to initial recognition, the asset is
accounted for in accordance with the accounting policy
applicable to that asset.
Other leases are operating leases and are not recognized in
the Group’s consolidated balance sheet.
75
STRATEGIC INVESTMENTS
Strategic investments are initially recognized at cost including
the goodwill determined at acquisition date. Subsequently
strategic investments are accounted for using the equity
method, adjusted for differences with the accounting principles
of the Group, less any accumulated impairment. When the
Group’s share of losses exceeds the book value of the
strategic investments, the book value is reduced to zero and
recognition of further losses is discontinued except to the
extent that the Group has incurred legal or constructive
obligations or made payments on behalf of the strategic
investments.
3.9
NON-CURRENT RECEIVABLES
The non-current receivables are held on a long-term basis
and/or until maturity and are carried at amortized cost.
Accumulated impairment losses are deducted from the book
value.
3.10 FINANCIAL INSTRUMENTS AVAILABLE FOR SALE
Financial instruments available for sale include equity
investments (certificates on shares) and are recognized initially
at fair value increased with transaction costs. After first
recognition, financial instruments available for sale are
subsequently measured at fair value with unrealized gains or
losses recognized in other comprehensive income. At
derecognition, the cumulative gain or loss is recognised in the
income statement. If there is objective evidence for an
impairment, the cumulative loss is reclassified from the other
comprehensive income to the income statement.
3.11 INVENTORIES
Inventories, which mainly consist of fuel, auxiliary materials
and spare parts, are stated at the lower of cost and net
realizable value. Net realizable value is the estimated selling
price in the ordinary course of business, less the estimated
costs of selling.
3.12 DUE FROM AND DUE TO CUSTOMERS
Due from and due to customers concerns the gross amount yet
to be charged which is expected to be received from
customers for contractual work performed up to the reporting
date (hereinafter: “work in progress”) and services rendered
(mainly salvage work). Work in progress is valued at the cost
price of the work performed, plus a part of the expected
results upon completion of the project in proportion to the
progress made and less progress billings, advances and
potential provisions for losses. Provisions are recognized for
expected losses on work in progress as soon as they are
foreseen, and deducted from the cost price; if necessary, any
profits already recognized are reversed. Revenues from
additional work are included in the overall contract revenues if
the client has accepted the sum involved in any way. Claims
and incentives are carried in construction work in progress if
negotiations with the customer are in a sufficiently advanced
stage. The cost price includes project costs, consisting of
payroll costs, materials, costs of subcontracted work, rental
charges and maintenance costs for the equipment used and
other project costs. The rates used are based on the expected
average occupation in the long run. The progress of a project
is determined on the basis of the cost of the work done in
relation to the expected cost price of the project as a whole.
Profits are not recognized unless a reliable estimate can be
made of the result on completion of the project. The balance of
the value of work in progress, progress billings and advance
payments is determined per project. For projects where the
progress billings and advance payments exceed the value of
work in progress, the balance is recognized under current
liabilities instead of under current assets. The respective
balance sheet items are “due from customers for work in
progress” and “due to customers”.
Salvage work that is completed at the balance sheet date, but
for which the proceeds are not yet finally determined between
parties, is recognized at expected proceeds taking into
account the estimation uncertainty less progress billings and
advances. If the revenue of a completed salvage contract
cannot be estimated reliably, revenue is recognized to the
maximum of the extent of the recognized expenses. For
expected losses on salvage work, provisions are recognized
as soon as they are probable.
3.13 TRADE AND OTHER RECEIVABLES
Trade and other receivables are stated initially at fair value
and subsequently at amortized cost less accumulated
impairment losses, such as doubtful debts. Amortized cost is
determined using the effective interest rate.
3.14 CASH AND CASH EQUIVALENTS
Cash and cash equivalents consist of cash and bank balances
and deposits with terms of no more than three months. The
explanatory notes disclose the extent to which cash and cash
equivalents are not freely available as a result of transfer
restrictions, joint control or other legal restrictions. Bank
overdrafts are included as a component of cash and cash
equivalents for the purpose of the consolidated statement of
cash flows.
3.15 SHARE CAPITAL
Ordinary shares are classified as equity. Incremental costs
directly attributable to the issue of ordinary shares are
recognized as a deduction from equity, net of any tax effects.
Transactions costs directly attributable to share buy backs are
recognized as a deduction from equity, net of any tax effects.
3.8
76
3.16 INTEREST BEARING BORROWINGS
Interest-bearing borrowings are liabilities to financial
institutions. At initial recognition, interest-bearing borrowings
are stated at fair value less transaction costs. Subsequently,
interest-bearing borrowings are stated at amortized cost with
any difference between cost and redemption value being
recognized in the income statement over the period of the
borrowings on an effective interest basis.
3.17 EMPLOYEE BENEFITS
Defined contribution pension schemes
A defined contribution pension scheme is a post-employment
benefit scheme under which an entity pays fixed contributions
into a separate entity. The entity will have no legal or
constructive obligation to pay further amounts if the pension
fund has insufficient funds to pay employee benefits in
connection with services rendered by the employee in the
current of prior periods. Obligations for contributions to
defined contribution pension schemes are recognized as an
employee benefit expense as part of the personnel expenses in
the income statement when they are due. Prepaid contributions
are recognized as an asset to the extent that a cash refund or
a reduction in future payment is available. Contributions to a
defined contribution pension scheme payable more than
twelve months after the period during which the employee
rendered the services, are discounted.
Defined benefit pension schemes
A defined benefit pension scheme is every post-employment
benefit scheme other than a defined contribution scheme. For
each separate defined benefit pension scheme, the net asset
or liability is determined as the balance of the discounted
value of the future payments to employees and former
employees, less the fair value of plan assets. The calculations
are done by qualified actuaries using the projected unit credit
method. The discount rate equals the yield on high quality
corporate bonds as at the balance sheet date, with the period
to maturity of the bonds approximating the duration of the
liability. If the calculation results in a positive balance for the
group, the asset is included up to an amount equal to any
unrecognized past service pension costs and the discounted
value of economic benefits in the form of possible future
refunds or lower future pension premiums from the fund. In
calculating the discounted value of economic benefits, the
lowest possible financing obligations are taken into account as
applicable to the individual schemes in force within the
Group. An economic benefit is receivable by the Group if it
can be realized within the period to maturity of the scheme or
upon settlement of the scheme’s obligations. Actuarial gains
and losses, including any movements in limitations on the net
pension assets, are recognized in the unrecognized results
within the Consolidated statement of recognized and
unrecognized income and expenses. If plan benefits are
changed or when a scheme is constrained, past service cost or
a resulting curtailment profit or loss is recognized directly in
the income statement. The Group recognizes profit or losses
on the settlement of defined benefit schemes at the time of the
settlement.
Short-term employee benefits
Short-term employee benefit obligations are measured on an
undiscounted basis and are expensed when the related
service is provided.
A liability is recognized for the amount expected to be paid
under short-term cash bonus or profit-sharing plans if the
Group has a present legal or constructive obligation to pay
this amount as a result of past services provided by the
employee, and the obligation can be estimated reliably.
Other long-term employee benefits
The other long-term employee benefits mainly consist of jubilee
benefits. The calculation of these liabilities is executed
according to the ‘projected unit credit’ method using the
actuarial assumptions for the predominant defined benefit
scheme.
Share-based remuneration plans
Member of the Board of Management and some senior
employees are granted a bonus scheme that is based on the
development of the share price, whereby the bonus is
distributed in cash. The fair value of the amount payable over
the year, is recognized as personnel expenses in the income
statement, with a corresponding increase in liabilities. The
liability is remeasured each reporting date and at settlement
date. Any changes in the fair value of the liability are
recognized as personnel expenses in the income statement.
3.18 PROVISIONS
Provisions are determined on the basis of estimates of future
outflows of economic benefits relating to operational activities
for legal or constructive obligations of an uncertain size or
with an uncertain settlement date that arises from past events
and for which a reliable estimate can be made. Provisions are
discounted insofar as the difference between the discounted
value and nominal value is material. Provisions, if applicable,
relate to reorganization, warranties, provisions for
unfavorable contracts and onerous contracts, legal
proceedings, submitted claims and soil decontamination.
Provisions for reorganization costs are recognized when a
detailed and formal plan is announced at balance sheet date
to all those concerned or when the execution of the plan has
77
A provision for onerous contracts is recognized when the
expected benefits to be derived by the Group from a contract
are lower than the unavoidable cost of meeting its obligations
under the contract.
In accordance with the Group’s policy and applicable legal
requirements, a provision for site restoration in respect of
contaminated land, and the related expenses, is recognized
when the land is contaminated.
3.19 TRADE AND OTHER PAYABLES
Trade and other payables are recognized initially at fair value
and subsequently at (amortized) cost. Insofar as the difference
between the discounted and nominal value is not material,
trade and other payables are stated at cost.
3.20 ASSETS HELD FOR SALE
Assets are classified as held for sale (disposal group) when it
is highly probable that they will be recovered primarily
through sale rather than through continuing use. Such assets
are generally measured at the lower of their carrying amount
and fair value less costs to sell. Liabilities related to the assets
held for sale are separately recognized as liabilities held for
sale. Once classified as held for sale, intangible assets and
property, plant and equipment are no longer amortized or
depreciated.
3.21 REVENUE
Revenue of the operational segments Dredging & Inland Infra
and Offshore Energy (excluding ocean going transport
services) mainly consists of the cost price of the work done
during the reporting period, plus a part of the expected results
upon completion of the project in proportion to the progress
made during the reporting period, and including and/or
deducting the provisions recognized and/ or used and
released during the reporting period for expected losses.
Revenues from additional work are included in the overall
contract revenues if the client has accepted the sum involved in
any way. Claims and incentives are carried in construction
work in progress if negotiations with the customer are in a
sufficiently advanced stage. The applied “percentage-ofcompletion” method is, by its nature, based on an estimation
process. Revenue also includes services rendered to third
parties during the reporting period. The revenue from services
relates in particular to activities of Harbour Towage and to
hire or to make available equipment and/or personnel
(including ocean going transport services of Offshore Energy)
and this revenue is recognized in the income statement in
proportion to the stage of completion of the work performed at
the reporting date. The stage of completion is determined
based on assessments of the work performed. Revenue from
salvage work that is completed at the balance sheet date (part
of the operational segment Towage & Salvage), but for which
the proceeds are not finally determined between parties, is
recognized at expected proceeds taking into account the
estimation uncertainty. When it is uncertain whether the
economic benefits of work done or services rendered will flow
to the Group, the relevant revenue is not recognized. Revenue
does not include any direct taxes.
3.22 OTHER INCOME AND OTHER EXPENSES
Other income and other expenses mainly consists of book
results from disposals and insurance results.
3.23 RAW MATERIALS, CONSUMABLES, SERVICES AND
CONTRACTED WORK
Raw materials, consumables, services and contracted work
consist of the cost price of the work done during the reporting
period, excluding personnel expenses, amortization,
depreciation and impairments. This item also includes, among
others, equipment utilization costs, cost of operational leases,
general overhead costs, external costs for research and
development where not capitalized, currency translation
differences, fair value changes of derivatives related to
hedging foreign currency effects of projects and other
results/late results.
3.24 PERSONNEL EXPENSES
Personnel expenses consist of wages and salaries for own
personnel and the related social security charges and pension
costs, including paid and accrued contributions for defined
pension contribution plans and the movement in the assets and
liabilities from defined benefit plans, excluding actuarial gains
and losses and the limitation on net pension plan assets added
or charged directly to group equity.
3.25 LEASE PAYMENTS
Payments made under operating leases are recognized in
profit or loss on a straight-line basis over the term of the lease.
Lease incentives received are recognized as an integral part
of the total lease expense, over the term of the lease. Minimum
lease payments made under finance leases are apportioned
between the finance expense and the reduction of the
outstanding liability. The finance expense is allocated to each
period during the lease term so as to produce a constant
periodic rate of interest on the remaining balance of the
liability.
commenced. Provisions for warranties are recognized for
warranty claims relating to completed projects with agreed
warranty periods applying to some of the
consolidated/proportionally consolidated entities. The book
value of these provisions is based on common practice in the
industry and the company’s history of warranty claims over the
past ten years for relevant projects.
78
3.26 FINANCE INCOME AND COSTS
3.29 PROFIT PER SHARE
Finance income comprises interest received and receivable
from third parties, currency gains and gains on financial
instruments to hedge risks of which the results are recognized
through the finance income and expenses. Interest income is
recognized in the income statement as it accrues, using the
effective interest rate method.
The Group discloses profit per ordinary share as well as
diluted profit per ordinary share. The net profit per ordinary
share is calculated based on the result attributable to the
Group’s shareholders divided by the calculated average of the
number of issued ordinary shares during the reporting period,
taking into account the shares which have been issued or
repurchased during the reporting period. In calculating the
diluted profit per share the result attributable to the Group’s
shareholders and the calculated average number of issued
ordinary shares are adjusted for all potentially diluting effects
for ordinary shares.
Finance costs include interest paid and payable to third
parties, which are allocated to reporting using the effective
interest method, currency losses, arrangement fees, and losses
on financial instruments used to hedge risks of which the
results are recognized through the finance income and
expenses. The interest component of financial lease payments
is recognized in the income statement using the effective
interest rate method.
Borrowing costs not directly attributable to the acquisition,
construction or production of a qualifying asset are
recognized in the income statement.
3.27 SHARE IN RESULT OF JOINT VENTURES AND
ASSOCIATED COMPANIES
Share in result of joint ventures and associated companies
comprises the share in the results after taxation of the
participating interests not included in the consolidation and, if
applicable, (the reversal of) impairment losses recognized in
the reporting period.
3.28 TAXATION / DEFERRED INCOME TAX ASSETS AND
LIABILITIES
Taxation is calculated on the basis of the result before taxation
for the reporting period, taking into account the applicable tax
provisions and tax rates, and also includes adjustments on
taxation from previous reporting periods and movements in
deferred taxes recognized in the reporting period. Taxation is
included in the income statement unless it relates to items
directly recognized in equity, in which case taxation is
included in equity. Income tax expense also include the
corporate income taxes which are levied on a based on
revenue determined deemed profit (withholding tax).
Temporary differences are accounted for in deferred tax assets
and/or deferred tax liabilities. Deferred tax assets are only
recognized to the extent that it is probable that taxable profit
will be available for realization in the foreseeable future.
Deferred tax assets are reviewed at each reporting date and
are reduced to the extent that it is no longer probable that the
related tax benefit will be realized. Deferred tax assets and
liabilities are offset if there is a legally enforceable right to
offset tax liabilities and assets, and they relate to income taxes
levied by the same tax authority on the same taxable entity, or
on different tax entities, but they intend to settle tax liabilities
and assets on a net basis or their tax assets and liabilities will
be realized simultaneously. Deferred income tax assets and
liabilities are recognized at nominal value. Additional income
taxes that arise from the distribution of dividends are
recognized at the same time that the liability to pay the related
dividend is recognized.
3.30 DIVIDENDS
Dividends are recognized as a liability in the period in which
they are declared.
3.31 DETERMINATION OF FAIR VALUE
A number of the Group’s accounting policies and disclosures
require the determination of fair value, for both financial and
non-financial assets and liabilities. Fair values have been
determined for measurement and/or disclosure purposes
based on the following methods:
Intangible assets
The fair value of other intangible assets recorded as a result of
a business combination, is based on the discounted cash flows
expected to be derived from the use and eventual sale of the
assets.
Financial assets available for sale
The fair value of the financial assets available for sale is
determined on quoted prices.
Strategic joint ventures
Where relevant, the fair value of strategic joint ventures is
determined or disclosed based on business valuations.
The fair value of property, plant and equipment recognized as
a result of a business combination is based on market values.
The market value of property is the estimated amount for
which a property could be exchanged on the date of valuation
between a willing buyer and a willing seller in an at arm’s
length transaction after proper marketing wherein the parties
had each acted knowledgeably, prudently and without
compulsion.
The fair value of trade and other receivables, except due from
customers, is estimated as the present value of future cash
flows, discounted at the market rate of interest at the reporting
date.
Share-based payment transactions
The fair value is determined based on quoted prices.
79
Non-derivative financial liabilities
Fair value, which is determined for disclosure purposes, is
calculated based on the present value of future principal and
interest cash flows, discounted at the market rate of interest at
the reporting date.
3.32 CONSOLIDATED STATEMENTS OF CASH FLOWS
The consolidated statement of cash flows is drawn up using
the indirect method. Cash is defined as cash and cash
equivalents including bank overdrafts as presented in the
explanatory notes to the cash and cash equivalents and the
interest-bearing borrowings. Cash flows are presented
separately in the statement of cash flows as cash flows from
operating activities, investing activities and financing activities.
In the cash flows are also included the cash flows, if any,
related to the disposal group.
Derivatives
The fair value of derivatives is based on the estimated amount
to be paid or received for a settlement of the contract as at
reporting date taking into account the actual interest rate and
the credit rating of the counterparty. These fair values are
based on broker quotes. Those quotes are tested for
reasonableness by discounting estimated future cash flows
based on the terms and maturity of each contract and using
market interest rates for a similar instrument at the
measurement date.
80
3.33 FIRST APPLICATION OF IFRS 10 AND IFRS 11
As from 1 January 2014 the Group applies IFRS 10 and IFRS 11. As a result, revisions arising from the adoption of these
standards are included in the financial statements of 2014 for the first time. These adjustments are accounted for retrospectively
and as such presented in the consolidated financial statements. Comparative figures regarding 2013 are modified accordingly.
IFRS 10 does not lead to changes in the comparative figures. The adjustments resulting from the application of IFRS 11 in the
consolidated income statement and consolidated balance sheet for 2013 are as follows:
Impact on the consolidated income statement, including impact on disclosure
2013
ACCOUNTING
POLICIES
PREVIOUS YEAR
EFFECT FIRST
APPLICATION IFRS 11
AFTER APPLICATION
IFRS 11
3,635,103
- 394,274
3,240,829
- 2,253,844
219,053
- 2,034,791
- 576,483
68,686
- 507,797
- 4,678
- 23
- 4,701
- 334,174
40,387
- 293,787
- 3,169,179
328,103
- 2,841,076
-
22,716
22,716
Share in result of joint ventures and associated companies (after taxation)
-
40,956
40,956
Operating result
465,924
- 2,499
463,425
Finance income and costs
- 55,220
9,832
- 45,388
Taxation
- 64,444
11,688
- 52,756
22,716
- 22,716
-
Share in result of associated companies (after taxation)
- 2,502
2,502
-
366,474
- 1,193
365,281
Consolidated Financial Statements
Operating income (Revenue and Other income)
Operating expenses
Raw materials, consumables, services and subcontracted work
Personnel expenses
Other expenses
Net group profit
783
- 1,193
- 410
Net group profit attributable to shareholders
365,691
-
365,691
EBITDA
800,098
- 42,886
757,212
The changes in accounting policies do not affect the earnings per share.
81
Impact on the consolidated statement of recognized and unrecognized income and expenses
2013
Consolidated Financial Statements
Net group profit for the reporting period
ACCOUNTING
POLICIES
PREVIOUS YEAR
EFFECT FIRST
APPLICATION IFRS 11
AFTER APPLICATION
OF IFRS 11
366,474
- 1,193
365,281
Actuarial gains and losses and asset limitation on defined benefit pension
schemes
64,776
-
64,776
Currency translation differences on foreign operations
- 50,498
-
- 50,498
Movement in fair value of cash flow hedges
- 15,457
280
- 15,177
Income tax on unrecognized income and expenses
- 13,739
- 280
- 14,019
- 14,918
-
- 14,918
reporting period
351,556
- 1,193
350,363
Shareholders
352,584
- 544
352,040
- 1,028
- 649
- 1,677
351,556
- 1,193
350,363
Total recognized and unrecognized income and expenses for the
Impact on the consolidated balance sheet
1 January 2013
Consolidated Balance Sheet
ACCOUNTING
POLICIES
PREVIOUS YEAR
EFFECT FIRST
APPLICATION IFRS 11
AFTER APPLICATION
IFRS 11
Non-current assets
Intangible assets
Investments in joint ventures and associated companies
Other
596,013
- 173,352
422,661
2,260,968
- 451,868
1,809,100
228,605
501,993
730,598
77,723
- 36,853
40,870
3,163,309
- 160,080
3,003,229
Current assets
Inventories
Receivables (including due from customers)
105,150
- 28,769
76,381
1,222,210
- 217,309
1,004,901
398,102
- 78,931
319,171
1,725,462
- 325,009
1,400,453
4,888,771
- 485,089
4,403,682
1,898,005
-
1,898,005
18,147
- 8,902
9,245
1,916,152
- 8,902
1,907,250
605,473
- 201,915
403,558
Other
236,295
- 32,630
203,665
841,768
- 234,545
607,223
Due to customers
352,893
- 34,499
318,394
382,317
- 30,116
352,201
8,120
- 3,396
4,724
1,387,521
- 173,631
1,213,890
2,130,851
- 241,642
1,889,209
Total liabilities
2,972,619
- 476,187
2,496,432
Total group equity and liabilities
4,888,771
- 485,089
4,403,682
Total assets
Group equity
Equity
Current liabilities
Bank overdrafts
Other
Solvability
39.2%
43.3%
Non-current liabilities
82
As at 31 December 2013
ACCOUNTING
POLICIES
PREVIOUS YEAR
EFFECT FIRST
APPLICATION IFRS 11
748,062
- 182,460
565,602
3,034,862
- 408,032
2,626,830
Investments in associated companies
11,897
433,464
445,361
Other
56,842
- 37,642
19,200
3,851,663
- 194,670
3,656,993
Consolidated Balance Sheet
`
Non-current assets
Intangible assets
AFTER APPLICATION
OF IFRS 11
Current assets
Inventories
103,328
- 5,512
97,816
1,110,258
- 154,598
955,660
386,887
- 56,536
330,351
280,387
-
280,387
1,880,860
- 216,646
1,664,214
5,732,523
- 411,316
5,321,207
2,525,237
-
2,525,237
14,692
- 7,770
6,922
2,539,929
- 7,770
2,532,159
1,168,082
- 203,047
965,035
146,023
- 18,495
127,528
1,314,105
- 221,542
1,092,563
313,190
- 59,568
253,622
26,366
- 22,337
4,029
5,794
- 85
5,709
1,414,782
- 100,014
1,314,768
Receivables (including due from customers)
Total assets
Group equity
Equity
Non-current liabilities
Other
Current liabilities
Due to customers
Bank overdrafts
Other
118,357
-
118,357
1,878,489
- 182,004
1,696,485
Total liabilities
3,192,594
- 403,546
2,789,048
Total group equity and liabilities
5,732,523
- 411,316
5,321,207
Solvability
44.3%
47.6%
Impact on the consolidated Cash Flow Statement
2013
ACCOUNTING
POLICIES
PREVIOUS YEAR
Net cash from operating activities
EFFECT FIRST
APPLICATION IFRS 11
AFTER APPLICATION
OF IFRS 11
586,112
7,991
594,103
- 536,620
69,965
- 466,655
Net cash used in / from financing activities
- 19,994
- 58,846
- 78,840
Net increase in cash and cash equivalents
29,498
19,110
48,608
410,755
- 56,451
354,304
Net cash used in investing activities
Net cash and cash equivalents as at 31 December
83
4. SEGMENT REPORTING
The Group recognizes three operational segments which, as described below, constitute the strategic business units
(lines of business) of the Group. These strategic business units offer different products and services and are managed
separately because they require different strategies. Each of the strategic business units is reviewed by the Board of
Management based on internal management reporting at least once every quarter. The, at the beginning of March
2014, acquired company Fairmount is presented in the operational segment Offshore Energy.
The following is a brief summary of the activities of the operational segments:
 Dredging & Inland Infra
Traditionally, dredging is the core activity of Boskalis. It involves all activities required to remove silt, sand and other
layers from the water bed and in some cases using it elsewhere, for example for coastal protection or land
reclamation. The services also include the construction and maintenance of ports and waterways, and coastal defense
and riverbank protection, as well as associated specialist services such as underwater rock fragmentation. In
addition, Boskalis is active in the extraction of raw materials using dredging techniques. In the Netherlands, Boskalis
also operates as a contractor of dry infrastructure projects. This involves the design, preparation (by means of dry
earthmoving) and execution of large-scale civil infra works, such as the construction of roads and railroads, bridges,
dams, viaducts and tunnels. In doing so, Boskalis also performs specialist works such as soil improvement and land
remediation.
 Offshore Energy
With the offshore services of Boskalis and its subsidiaries Dockwise and Fairmount the company supports the activities
of the international energy sector, including oil and gas companies and providers of renewable energy such as wind
power. Boskalis is involved in the development, construction, maintenance and decommissioning of oil and LNGimport/export facilities, offshore platforms, pipelines and cables and offshore wind farms. In performing these
activities Boskalis applies its expertise in the areas of heavy transport, lift and installation work, as well as diving and
ROV services complemented with dredging, offshore pipeline, cable and rock installation. With VBMS (50% owned
by Boskalis) we are a leading player in the European market for offshore cable installation.
The operational segments are monitored based on the segment result (operating result) and the EBITDA. The segment
result and EBITDA are used for performance measurement of operational segments, both between segments and
compared to other companies in the same industries. Inter-operational segment services, if any, take place at arm’s
length basis. EBITDA is defined as being the segment result before depreciation, amortization and impairments. In the
reporting period there were no material inter-operational segment services. After the sale of the interest in Archirodon
in 2013, which decreased the amount of Inland Infra activities substantially, the Dredging & Inland Infra activities,
which are managed jointly, are reported on a jointly basis. Due to this change in reporting the external segment
information, as shown below, is adjusted accordingly. The information with regard to 2013 has been adjusted for
comparison purposes.
 Towage & Salvage
In ports around the world assistance is provided to incoming and outgoing oceangoing vessels through Boskalis’ joint
ventures and associated companies Keppel Smit Towage, SAAM SMIT Towage and the forthcoming joint venture
with Kotug. In addition, a full range of services for the operation and management of onshore and offshore terminals
is offered through Smit Lamnalco, which is 50% owned by Boskalis. These include assistance with the berthing and
unberthing of tankers at oil and LNG terminals and additional support services. With our versatile fleet of over 450
vessels we assist vessels in over 90 ports in 35 countries, including oil and chemical tankers, container ships, reefers,
RoRo ships and mixed cargo ships. Through SMIT Salvage we provide services relating to the salvage of ships and
wreck removal. SMIT Salvage provides assistance to vessels in distress and is able to spring into action at any time
and anywhere in the world. It is able to do so by operating out of four locations which are strategically situated in
relation to the main international shipping routes: Houston, Cape Town, Rotterdam and Singapore. Clearance of
wrecks of sunken ships and offshore platforms almost always takes place at locations where the wreck forms an
obstruction to traffic or presents an environmental hazard.
84
4.1
OPERATIONAL SEGMENTS
2014
Revenue
EBITDA
Share in result of strategic companies
Operating result
DREDGING &
INLAND INFRA
OFFSHORE
ENERGY
TOWAGE &
SALVAGE
HOLDING &
ELIMINATIES
GROUP
1,664,768
1,238,576
270,628
- 7,084
3,166,888
487,483
387,840
118,596
- 48,060
945,859
3,055
15,057
38,299
-
56,411
380,129
236,118
84,011
- 47,913
652,345
Non-allocated finance income and expenses
- 35,954
Non-allocated taxation
- 124,163
Net group profit
Carrying amount strategic companies
Investments in property, plant and equipment
Depreciation on property, plant and equipment
Amortization on intangible assets
Impairment losses on property, plant and equipment
Impairment losses on intangible assets
2013
Revenue
EBITDA
Share in result of strategic companies
492,228
3,352
120,781
651,009
325
775,467
139,197
134,203
10,733
28,902
313,035
96,723
127,661
21,818
- 1,733
244,469
192
16,428
846
- 60
17,406
10,439
6,910
-
146
17,495
-
723
11,921
1,500
14,144
DREDGING &
INLAND INFRA
OFFSHORE
ENERGY
TOWAGE &
SALVAGE
HOLDING &
ELIMINATIES
GROUP
1,725,539
1,067,431
363,021
- 11,943
3,144,048
362,427
274,699
103,913
16,173
757,212
6,905
17,749
21,879
- 5,577
40,956
22,716
22,716
- 5,910
463,425
Revaluation share in associated company prior to business
combination
Operating result
255,185
146,958
67,192
Non-allocated finance income and expenses
- 52,756
Net group profit
365,281
Carrying amount strategic companies
991
114,708
328,420
1,242
445,361
Investments in property, plant and equipment
96,493
126,937
11,849
9,505
244,784
Depreciation on property, plant and equipment
96,027
93,562
33,468
106
223,163
376
28,817
2,523
- 493
31,223
12,924
3,090
730
602
17,346
-
292
-
21,763
22,055
Amortization on intangible assets
Impairment losses on property, plant and equipment
Impairment losses on intangible assets
- 45,388
Non-allocated taxation
5. BUSINESS COMBINATIONS AND ASSETS HELD FOR SALE
5.1
ACQUISITION FAIRMOUNT
On 3 March 2014 the Group gained control of Fairmount after acquiring 100% of all outstanding Fairmount shares
and voting rights. At that date a business combination was realized and reported accordingly within the consolidated
Group.
The addition of five 205 ton bollard pull Anchor Handling Tugs (AHT’s) from Fairmount leads to a further
strengthening of the market position and provision of services for Boskalis both for Offshore energy as well as
Salvage. Furthermore the acquisition of control on Fairmount provides the Group with new opportunities to create
synergy advantages through cost reductions.
85
After gaining control Fairmount contributed EUR 37.8 million to Group revenue and EUR 7.0 million positive to the
net group profit in 2014. This does not include costs related to the acquisition. Management believes that if the
acquisition had taken place at the start of 2014, revenue for the reporting period would have been EUR 3,180.6
million and the consolidated net group profit would have totaled EUR 493.2 million. In determining these amounts
Management assumed the same fair value adjustments as at the date of acquisition.
Considerations paid
The consideration paid for acquiring 100% of the outstanding Fairmount shares and voting rights at 3 March 2014
amounts to, in cash, USD 88.9 million (EUR 64.6 million).
Identifiable assets and liabilities acquired
Resulting from the acquisition, the following identifiable assets and liabilities are acquired:
As at 3 March 2014
Inventory
79,024
5,158
Current receivables and other current assets
8,572
Cash, cash equivalents and bank overdrafts
20,729
Interest bearing loans
- 43,149
Current liabilities
- 8,863
Net amount of identified assets
61,471
Trade accounts and other receivables consist of a gross amount of contractual obligations of EUR 8.0 million, which
were fully deemed recoverable at the date of acquisition.
The following valuation techniques were used in assessing the fair value of identified assets and liabilities:



Property, plant & equipment. The fair value of the individual vessels is determined based on a market approach
performed by external vessel valuator.
Inventories. Market comparison approach: the fair value of the inventories, mainly bunkers, is based on the
estimated sales price minus (selling)costs and the related profit margin.
Other assets and liabilities: the fair value is determined on the market value based on the income approach for
the expected income and expenses arising from the assets and liabilities.
Goodwill
Goodwill arising from the acquisition:
Goodwill due to the acquisition of Fairmount
Consideration paid at 3 March 2014
Less: Net amount of identified assets
Goodwill (as at 3 March 2014)
64,570
- 61,471
3,099
The Group incurred acquisition-related expenses of EUR 0.2 million in connection with the costs of external advisors,
due diligence and fees paid to the institutions involved. These costs are recognized in the consolidated income
statement in the line ‘raw materials, consumables, services and subcontracted work’. This item is included in ‘Holding
& eliminations’ in the table ‘Operational segments’ in note 4.1.
5.2
COOPERATION WITH SAAM
As at 1 July 2014 Boskalis and SAAM S.A. have established a joint venture, SAAM Smit Towage (SST), for the
execution of their harbour towage activities in Brazil, Mexico, Canada and Panama. The geographic scope of the
joint venture covers the Brazilian towage market and the Group will have a 50% share in this joint venture. The
second joint venture in which SAAM will hold a 51% stake and the Group will hold a 49% stake, relates to the
towage activities in Panama and Canada (Boskalis) and Mexico (SAAM). Besides operational synergies, added
value will be generated through exchanging best practices and market synergies. The assets, liabilities and activities
which have been contributed by both Boskalis and SAAM in SST are expected to have a comparable company
value.
Transactions related to the acquisition
86
The transaction has been accounted for in the consolidation as at 1 July 2014. As from this date the towage activities
are included in the financial statements through the strategic partnership SAAM-Smit. Under IFRS SAAM-Smit is
accounted for as a sale of a group company by the Group and subsequently as an investment in a strategic
investment. The net realizable value of the group companies sold, thus the acquisition price of the two strategic
investments, is estimated based on company valuations. Preliminary determined market values are estimated for the
assets and liabilities for determination of the goodwill included in the company value. The book result arising from the
transaction amounts to EUR 4.4 million, including EUR 9.6 million negative as a result of the recycling of cumulative
foreign currency differences.
As at 31 December 2013 the Group had classified the activities from the operational segment Towage & Salvage,
which were incorporated at 1 July 2014, as assets held for sale. These were valued at book value.
5.3
DISPOSAL GROUP
Combining towage services Smit with Kotug International B.V.
At year end, The Group and Kotug International B.V. (Kotug) signed an agreement to continue their towage services
in North West Europe on a joined basis, after complying with several (customary) conditions, such as the agreement
from involved financial institutions and supervisors in the respective countries in which the joint venture will operate.
This combination will lead to a leading towage service provider in North West Europe. The combination will improve
the market position of the combined entities as well as provide operational synergy advantages. At balance sheet
date the assets and liabilities which will be contributed in the joint venture are classified as held for sale. As from
2015 no depreciation or amortization will be accounted for.
Intention of sale of Aannemingsbedrijf De Jong en Zoon Beesd B.V.
The Group has determined to dispose the activities from Aannemingsbedrijf De Jong en Zoon Beesd B.V. at the end
of the financial year. The disposal has been realized in February 2015.
Assets and liabilities from activities held for sale
As at 31 December 2014 the assets and liabilities to be contributed relating to the towage activities from Smit in
North West Europe (in the operational segment Towage & Salvage) and Aannemingsbedrijf De Jong en Zoon Beesd
B.V. (in the segment Dredging & Inland Infra) are valued at book value and classified as held for sale. These are as
follows:
2014
Intangible assets
Other non-current assets
Receivables and other non-current assets
52,024
130,563
1,365
52,178
1,855
237,985
Financing and interest bearing loans
13,249
Deferred tax liabilities
11,178
Employ benefit liabilities and provisions
303
Creditors and other current liabilities
29,516
54,246
6. REVENUE
The revenue of the segments Dredging & Inland Infra and Offshore Energy mainly comprises revenues from work in
progress. Movements in the value of work in progress, consisting of cumulative incurred costs plus profit in proportion
to progress less provisions for losses, together with the work done and completed during the reporting period,
determine the revenue for these segments. The revenue from services rendered to third parties is primarily realized in
the operational segments Offshore Energy (including sea transport services) and Towage & Salvage. The revenue
from construction contracts (IAS 11) and services on a project base by analogy with this standard amounts to
approximately EUR 2.0 billion (2013: EUR 2.1 billion). The revenue from other services amounts to approximately
EUR 1.2 billion (2013: EUR 1.0 billion).
87
If certain projects are executed together in a joint operation, the segments only report their own share in the revenue
and results recognized, resulting in no material related party transactions between segments that need to be
eliminated.
Revenue by region can be specified as follows:
REVENUE
2014
2013
Netherlands
714,058
661,693
Rest of Europe
766,877
645,565
Australia / Asia
832,666
741,356
Middle East
173,757
168,067
Africa
274,394
328,825
North and South America
405,136
598,542
3,166,888
3,144,048
The region is determined as the location in which projects are realized and services are provided; for sea transport
the region refers to the port of arrival of the transport. A large part of the Group’s revenue is executed project based
for a various group of clients in various countries and geographical areas. Because of the often incidental character
and spread of the contracts none of these clients qualifies structurally as a material client in relation to the total
revenue of the Group.
7. OTHER INCOME AND OTHER EXPENSES
Other income mainly comprises of book results on the SAAM transaction amounting to EUR 4.4 million and from
disposal of equipment of EUR 6.9 million (2013: EUR 31.6 million). Furthermore, the other income in 2013
comprised the result of the receipt of insurance claims for EUR 13.9 million and book results from the disposal of
share in the joint venture Archirodon (EUR 50.9 million).
8. RAW MATERIALS, CONSUMABLES, SERVICES AND CONTRACTED WORK
In 2013, expenses for reorganizations within the segment Dredging & Inland Infra amounted to EUR 14.3 million and
related to unused rented buildings and the decrease in value of a limited number of assets to net selling price.
9. PERSONNEL EXPENSES
2014
2013
Wages and salaries
- 410,050
- 405,166
Social security costs
- 52,762
- 51,829
Pension costs for defined benefit pension schemes
- 31,275
- 32,778
Pension costs for defined contribution pension schemes
- 19,904
- 18,024
- 513,991
- 507,797
For the remuneration of the Board of Management and the Supervisory Board reference is made to note 29.2. For the
pension costs for defined benefit pension schemes reference is made to note 24.1.
88
10.
FINANCE INCOME AND EXPENSES
2014
2013
INTEREST INCOME ON SHORT-TERM BANK DEPOSITS
7,034
4,541
Change in fair value of (hedging instruments regarding) borrowings
3,066
-
10,100
4,541
- 38,680
- 33,979
-
- 7,071
Finance income
INTEREST EXPENSES
Change in fair value of (hedging instruments regarding) borrowings
Other finance expenses
- 7,374
- 8,879
Finance expenses
- 46,054
- 49,929
NET FINANCE EXPENSE RECOGNIZED IN CONSOLIDATED INCOME STATEMENT
- 35,954
- 45,388
The other finance expenses contain the effective interest expenses on financing, including amortized financing costs
of EUR 1.4 million (2013: EUR 3.7 million). Other finance expenses also include a write off of capitalized transaction
costs as a result of an adjustment in financing (EUR 4.5 million) and paid commitment fees of EUR 1.2 million (2013:
EUR 2.2 million). Furthermore the finance expenses in 2013 included an amount of EUR 2.9 million for the settlement
of a forward start interest rate swap.
In the fair value adjustments (regarding hedging instruments) for loans EUR 44.6 million (2013: EUR 13.5 million) of
foreign currency translation effects on loans and other financing obligations are included and an equal but opposite
effect on foreign currency translation on the related derivatives is included.
11.
TAXATION
2014
2013
- 141,288
- 74,243
7,696
13,579
CURRENT TAX EXPENSE
Current year
Over / under(-) provided in prior years
Reclassification of deferred taxes regarding prior financial years
- 1,044
736
- 134,636
- 59,928
9,277
9,112
DEFERRED TAX EXPENSE
Origination and reversal of temporary differences
Effect of changes in tax rates on deferred taxes
Reclassification of deferred taxes regarding prior financial years
Movement of recognized tax losses carried forward
TAXATION IN THE CONSOLIDATED INCOME STATEMENT
-
-
1,044
- 736
152
- 1,204
10,473
7,172
- 124,163
- 52,756
The operational activities of the Group are subject to various tax regimes with tax rates varying from 0.0%
to 40.5% (2013: 0.0% to 40.0%). These different tax rates, together with fiscal facilities in various
countries and the treatment of tax losses, results not subject to taxation and non-deductible costs, lead to an
effective tax rate in the reporting period of 20.1% (2013: 12.6%). The effective tax rate is calculated as the
tax charge divided by the profit before tax, as shown in the consolidated income statement.
89
The reconciliation between the Dutch nominal tax rate and the effective tax rate is as follows:
2014
2013
Nominal tax rate in the Netherlands
25.0%
25.0%
Application of local nominal tax rates
- 4.3%
- 6.1%
Non-deductible expenses
2.0%
2.8%
Effect of unrecognized tax losses and temporary differences
2.2%
3.0%
Effect of previously unrecognized tax losses
- 0.9%
- 0.8%
Special taxation regimes
- 1.4%
- 2.4%
Adjustment in respect of prior years
- 1.2%
- 2.9%
0.6%
- 3.2%
Application of participation exemption of result in Other income
Effect of share in result of joint ventures and associated companies
- 1.9%
- 2.8%
Effective tax rate
20.1%
12.6%
12.
INCOME TAX RECEIVABLE AND PAYABLE
The current income tax receivables and income tax payables relate to the fiscal positions of the respective
Group companies and consist of fiscal years still to be settled less withholding taxes or tax refunds.
13.
DEFERRED INCOME TAX ASSETS AND LIABILITIES
BALANCE AS AT 1
BALANCE AS AT 31
JANUARY 2014
MOVEMENT IN TEMPORARY DIFFERENCES DURING THE YEAR
DECEMBER 2014
Charged
(-)/ added
Reclass to
In / out
Currency
to net
Charged to
disposal
consolida-
translation
Liability
profit
equity
group
tion
differences
-
- 8,272
4,043
-
- 1,016
15
- 18
-
- 5,248
2,299
- 28,578
5,385
-
10,027
- 194
- 181
2,053
- 13,295
Asset
Intangible assets
Hedging reserve
Asset
Liability
-
-
- 402
-
-
-
-
-
- 402
38
- 213
147
-
-7
-
-2
17
- 54
7,618
-
- 82
- 1,946
-
-
-
5,590
-
Actuarial gains and losses and asset
limitation on defined benefit pension
schemes
8,083
-
-
10,272
-
-
-
18,355
-
Employee benefits
2,274
- 7,887
- 417
-
-4
-
- 111
1,860
- 8,005
Provisions
- 1,300
1,499
- 2,002
49
-
577
-
38
1,461
384
- 90
- 636
-
714
-
-1
392
- 21
893
- 305
253
-
-
-
34
1,120
- 245
Other assets and liabilities
- 8,035
308
- 10,730
1,420
1,633
-
15
- 419
262
Fiscal reserves
-
- 1,178
194
-
983
-
1
-
-
Foreign branch results
-
- 1,942
367
-
-
-
-
-
- 1,575
Tax losses carried forward
679
-
152
-
- 96
- 552
-
183
-
24,075
- 61,197
10,473
9,959
11,178
- 716
- 659
31,293
- 38,180
- 18,096
18,096
- 12,106
12,106
5,979
- 43,101
19,187
- 26,074
Offsetting deferred tax assets and
liabilities
sheet
Net in the consolidated balance
90
BALANCE AS AT 1
BALANCE AS AT 31
JANUARY 2013
MOVEMENT IN TEMPORARY DIFFERENCES DURING THE YEAR
DECEMBER 2013
Charged
Reclass to
In / out
Currency
to net
Charged to
disposal
consolida-
translation
tion
differences
(-)/ added
Intangible assets
Hedging reserve
Asset
Liability
profit
equity
group
Asset
Liability
-
- 14,281
8,055
-
- 1,456
-
- 590
-
- 8,272
4,612
- 41,184
- 620
-
7,324
926
2,663
2,299
- 28,578
-
- 1,811
1,811
-
-
-
-
-
-
118
- 38
- 28
-
- 204
-
- 23
38
- 213
3,599
-
-
4,019
-
-
-
7,618
-
Actuarial gains and losses and asset
limitation on defined benefit pension
schemes
27,197
-
-
- 19,114
-
-
-
8,083
-
Employee benefits
762
- 11,686
- 5,030
10,261
73
-
7
2,274
- 7,887
Provisions
864
- 1,127
1,050
-
- 1,132
-
- 158
1,499
- 2,002
849
-
2,196
-
- 2,415
-
- 336
384
- 90
1,069
- 460
75
-
-
-
- 96
893
- 305
Other assets and liabilities
270
- 1,108
- 517
- 9,185
-
-
118
308
- 10,730
Fiscal reserves
-
- 1,368
189
-
-
-
1
-
- 1,178
Foreign branch results
-
- 3,137
1,195
-
-
-
-
-
- 1,942
1,954
-
- 1,204
-
-
-
- 71
679
-
41,294
- 76,200
7,172
- 14,019
2,190
926
1,515
24,075
- 61,197
- 17,734
17,734
- 18,096
18,096
23,560
- 58,466
5,979
- 43,101
Tax losses carried forward
Offsetting deferred tax assets and
liabilities
Net in the consolidated balance
sheet
Deferred tax assets are not recognized as long as it is not probable that economic benefits can be expected
in future periods. Deferred tax assets and liabilities within fiscal entities are offset in the balance sheet.
The following movements in deferred tax assets and liabilities, including applicable tax rate changes,
together with the items they relate to, are recognized directly in group equity:
2014
TAX
(EXPENSE)
BENEFIT
NET OF TAX
200,749
1,633
202,382
5,505
- 1,946
3,559
- 63,542
10,272
- 53,270
142,712
9,959
152,671
BEFORE TAX
Foreign currency translation differences for foreign operations
Fair value of cash flow hedges
Defined benefit plan actuarial gains (losses) and asset limitation
2013
Foreign currency translation differences for foreign operations
Adjustment currency translation reserve prior to disposal of joint venture
Fair value of cash flow hedges
Defined benefit plan actuarial gains (losses) and asset limitation
BEFORE TAX
TAX
(EXPENSE)
BENEFIT
NET OF TAX
- 48,430
- 9,185
- 57,615
- 257
-
- 257
- 15,177
4,019
- 11,158
64,776
- 8,853
55,923
912
- 14,019
- 13,107
91
UNRECOGNIZED DEFERRED INCOME TAX ASSETS
Unrecognized deferred tax assets regarding tax losses carried forward of Group companies amount to
EUR 154.0 million (2013: EUR 128.5 million). These deferred tax assets are not recognized in the balance
sheet as long as recovery through taxable profit or deductible temporary differences before expiration is not
probable.
2014
TAX LOSSES
CARRIED
FORWARD
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
DEDUCTIBLE
TEMPORARY
DIFFERENCES
DISPOSAL
GROUP
-
-
-
3,070
21,300
-
118,225
11,378
-
121,295
32,678
-
TAX LOSSES
CARRIED
FORWARD
DEDUCTIBLE
TEMPORARY
DIFFERENCES
2013
No later than 1 year
Later than 1 year and no later than 5 years
Later than 5 years
14.
DISPOSAL
GROUP
-
-
548
7,904
-
1,812
98,918
8,993
10,303
106,822
8,993
12,663
GOODWILL
OTHER
TOTAL
INTANGIBLE ASSETS
Cost
Accumulated amortizations and impairments
Book value
474,085
161,323
635,408
-
- 69,806
- 69,806
474,085
91,517
565,602
Movements
Acquired through business combinations
3,099
-
3,099
- 46,481
- 5,543
- 52,024
Amortization
-
- 17,406
- 17,406
Impairment
-
- 14,144
- 14,144
27,904
4,637
32,541
- 15,478
- 32,456
- 47,934
Reclassified to Assets held for Sale
Currency translation differences and other movements
Cost
Book value
458,607
142,521
601,128
-
- 83,460
- 83,460
458,607
59,061
517,668
92
GOODWILL
OTHER
TOTAL
342,421
99,103
441,524
-
- 18,863
- 18,863
342,421
80,240
422,661
248,465
80,462
328,927
- 100,525
-
- 100,525
Cost
Book value
Movements
Reclassified to Assets held for Sale
In / (out) consolidation
Amortization
Impairment
2,879
- 3,053
- 174
-
- 31,223
- 31,223
- 22,055
-
- 22,055
- 19,155
- 12,854
- 32,009
131,664
11,277
142,941
474,085
161,323
635,408
-
- 69,806
- 69,806
474,085
91,517
565,602
Cost
Book value
14.1 GOODWILL
In 2014 the activities from Dockwise and Fairmount were incorporated in the segment Offshore Energy
together with the existing activities within this segment. Therefore as from 2014 neither a separate,
independent, company nor a cash generating unit was applicable. The goodwill arising from the
acquisitions of Dockwise and Fairmount has been allocated to the cash generating unit Offshore Energy.
The reclassifications of assets held for sale in 2014 and 2013 refer to goodwill arising from the cash
generating unit Harbour Towage. As a result, the goodwill from Harbour Towage, as presented below, has
decreased.
The goodwill from (primarily) Dockwise and Fairmount is presented in US dollar, the functional currency of
the respective units. The currency differences mainly refer to the goodwill from Dockwise and Fairmount.
The goodwill is allocated to the following cash generating units:
2013
Towage & Salvage
-
46,481
Towage & Salvage
36,875
36,875
361,530
330,527
46,607
46,607
13,595
13,595
458,607
474,085
OPERATIONAL SEGMENT
Harbour Towage
Salvage
Offshore Energy
Offshore Energy
Dry Infrastructure (Netherlands)
Dredging
Total
2014
CASH GENERATING UNIT
When conducting the impairment testing of goodwill, the value in use of the cash generating unit is
determined by discounting future cash flows from continuing operations of the unit. The calculation
comprises of cash flow projections for a period of five years starting with the budget 2015, after which the
cash flows are extrapolated at the assumed growth rate. The valuation models have been consistently
applied for the different cash generating units.
Management has projected cash flows based on past trends and estimates and of future market
developments. Also it is assumed that cost efficiencies can and will be realized. The key assumptions relate
to the discount rate used and the growth rate applied in the calculation of the terminal value. The discount
rates used are for Harbour Towage 8.2% (2013: 8.4%), for Salvage 8.2% (2013: 11.0%), for Offshore
Energy 9.8% (2013: 9.2%), for Dry Infrastructure (Netherlands) 10.4% (2013: 11.1%) and for Dredging
10.1% (2013: 9.2%).
93
The growth rate applied in the terminal value is set at 1.0% (2013:1.6%). The growth rates applied do not
exceed the long-term average growth rate which may be expected for the activities. The assessment has
indicated that for none of the cash generating units an impairment is required since the recoverable amount
is higher than the sum of the recognized goodwill and the carrying amount of the assets and liabilities
attributable to the respective cash generating unit. Changes that could be reasonably expected in the
underlying parameters for calculating the recoverable amount at year-end such as an increase in the
discount rate by 1% or a decrease in growth rate in the terminal value by 1% also do not give rise to an
impairment. Moreover, considering the sufficient amount of headroom for each cash generating unit, no
further, detailed sensitivity analysis has been presented.
14.2 OTHER INTANGIBLE ASSETS
Other intangible assets, which are identified and recognized at fair value during business combinations,
consist of tradenames, client portfolio, order portfolio, technology (including software) and favourable
contracts. The intangible assets include a tradename with an infinite useful life for an amount of EUR 9.5
million (2013: 20.0 million), which is assessed on a yearly basis for indications of impairment. In 2014 an
impairment of EUR 5.2 million (2013: EUR 16.4 million) was recorded for intangible assets with an infinite
useful life. This impairment refers to an intangible asset in the Towage & Salvage segment in 2014 and in
the Offshore Energy segment in 2013. Both impairments referred to the tradename Smit.
15.
PROPERTY, PLANT AND EQUIPMENT
LAND AND
BUILDINGS
FLOATING AND
OTHER
CONSTRUCTION
EQUIPMENT
OTHER FIXED
ASSETS
PROPERTY,
PLANT &
EQUIPMENT
UNDER
CONSTRUCTION
TOTAL
Cost
Accumulated depreciation and impairment losses
Book value
91,901
3,587,874
41,423
267,073
3,988,271
- 28,074
- 1,306,714
- 25,291
- 1,362
- 1,361,441
63,827
2,281,160
16,132
265,711
2,626,830
313,035
Movements
Investments, including capitalized borrowing cost
2,254
39,432
3,049
268,300
-
79,002
22
-
79,024
-
- 7,746
- 23
-
- 7,769
Put into operation
25,030
275,903
5,237
- 306,170
-
Impairment losses
- 146
- 17,057
- 292
-
- 17,495
- 3,330
- 234,829
- 6,310
-
- 244,469
- 32
- 12,637
- 79
- 21
- 12,769
- 484
- 25,561
- 4,174
832
- 29,387
- 79
- 129,685
- 794
-5
- 130,563
246
152,572
634
13,999
167,451
23,459
119,394
- 2,730
- 23,065
117,058
Depreciation
Disposals
Other movements
Reclassified to disposal group
Cost
117,725
3,870,710
37,479
244,008
4,269,922
- 30,439
- 1,470,156
- 24,077
- 1,362
- 1,526,034
87,286
2,400,554
13,402
242,646
2,743,888
Book value
94
LAND AND
BUILDINGS
FLOATING AND
OTHER
CONSTRUCTION
EQUIPMENT
OTHER FIXED
ASSETS
PROPERTY,
PLANT &
EQUIPMENT
UNDER
CONSTRUCTION
TOTAL
Cost
Book value
94,057
2,744,908
48,517
179,064
3,066,546
- 29,519
- 1,192,959
- 29,849
- 5,119
- 1,257,446
64,538
1,551,949
18,668
173,945
1,809,100
3,681
78,887
4,976
157,240
244,784
-
1,063,011
4,737
53,382
1,121,130
- 39,649
Movements
Investments, including capitalized borrowing cost
-
- 39,521
- 128
-
Put into operation
914
87,394
2,721
- 91,029
-
Impairment losses
-
- 15,159
- 2,187
-
- 17,346
Depreciation
- 3,268
- 214,045
- 5,850
-
- 223,163
Disposals
- 1,909
- 32,561
- 379
- 1,545
- 36,394
443
6,935
- 3,891
- 8,784
- 5,297
-
- 110,738
- 356
- 11,590
- 122,684
- 572
- 94,992
- 2,179
- 5,908
- 103,651
- 711
729,211
- 2,536
91,766
817,730
Other movements
Reclassified to disposal group
Cost
Book value
91,901
3,587,874
41,423
267,073
3,988,271
- 28,074
- 1,306,714
- 25,291
- 1,362
- 1,361,441
63,827
2,281,160
16,132
265,711
2,626,830
Annually the Group reviews the main units of the fleet on (expected) utilization and operational results. In
2014 this resulted in the testing of a limited number of specific units on possible impairments and the
recognition of an impairment charge amounting to EUR 17.5 million (2013: EUR 17.3 million). For
equipment that will be put out of operation in the short term the realizable value (EUR 1.2 million) is
determined as the net selling price net of sale and demolition expenses. As a consequence an impairment
loss of EUR 7.4 million was recognized. Furthermore impairments to value in use were recognized
amounting to EUR 10.1 million. The realizable value of these assets amounts to EUR 28.8 million. The
realizable value of the assets concerned is determined on the basis of the present value of the estimated
future cash flows, remaining useful life and relevant discount rates (7% - 9%).
In 2014 the expected useful life of (components of) units were evaluated. For part of the units the useful lives
were adjusted prospectively. On balance, the impact of these adjustments on net group profit in the
reporting period amounts to an expense of merely EUR 15.1 million, the expected impact on the future four
reporting periods amounts to a mere EUR 4.0 million decrease in expenses.
The capitalized financing costs on investments recognized amounts to EUR 1.1 million (2013:EUR 0.9
million).
In accordance with the characteristics of the Group’s activities property, plant & equipment can be
deployed on a worldwide scale during the reporting period. As a consequence, segmentation of the
property, plant & equipment to geographical areas would not provide additional relevant information.
16.
JOINT VENTURES AND ASSOCIATED COMPANIES
The Group participates in a number of strategic and other investments whose activities correspond with, or
related service to its activities. The activities and risks of these joint ventures or associates are similar to the
activities of the Group. Within the operating segment Offshore Energy this refers to Asian Lift Pte. Ltd.
(Operating and rental of floating cranes), Ocean Marine Egypt SAE (Terminal services) and VBMS B.V.
(Installation of cables on the seabed). Within the division Towage and Salvage cooperation takes place in
Smit Lamnalco Ltd (worldwide terminal services) and Keppel Smit Towage Pte Ltd and Maju Maritime Pte Ltd
in Singapore, both active in the harbor towage services. We work closely together on the American
continent in the field of harbor towage services in SAAM-SMIT Towage (SAAM SMIT Towage Brasil S.A.
and SAAM Remolques SA de CV). A number of projects, or related activities within the operating segment
Dredging & Inland Infra is placed in private companies of which SAAOne Holding B.V. (A Public Private
Partnership in the Netherlands) is the most important. These investments are financed in principle on a non-
95
recourse basis. The Group agreed on a capital funding obligation for SAAOne Holding B.V. and for
Rebras Rebras SA a guarantee of a portion of bank financing was provided by the Group. For some
projects from VBMS B.V. the Group has issued guarantees. This commitment respectively guarantees are
included in note 28 Commitments and contingent liabilities.
Net profit for the year and other comprehensive income are as follows:
2014
JOINT VENTURES
ASSOCIATED
COMPANIES
TOTAL
56,411
Net result of the period
51,772
4,639
Other Comprehensive Income
49,124
19,576
68,700
100,896
24,215
125,111
JOINT VENTURES
ASSOCIATED
COMPANIES
Total Comprehensive Income
2013
Net result of the period
TOTAL
40,985
- 29
40,956
Other Comprehensive Income
- 10,934
- 304,636
- 315,570
Total Comprehensive Income
30,051
- 304,665
- 274,614
2014
JOINT
VENTURES
ASSOCIATES
TOTAL
436,848
8,513
445,361
Net investments
84,937
147,000
231,937
Share in result in other associated companies
51,772
4,639
56,411
- 25,434
- 1,530
- 26,964
Balance as at 1 January
Dividends received
Balance as at 31 December
49,124
19,598
68,722
160,399
169,707
330,106
597,247
178,220
775,467
ASSOCIATES
TOTAL
506,050
224,548
730,598
Investment Dockwise Ltd
-
65,248
65,248
Revaluation of existing stake in Dockwise prior to business combination
22,716
22,716
- 309,921
- 309,921
- 82,371
-
- 82,371
40,985
- 29
40,956
Disposals
- 17,232
- 1,340
- 18,572
- 10,584
7,291
- 3,293
- 69,202
- 216,035
- 285,237
436,848
8,513
445,361
Decrease due to extending share in Dockwise resulting in control
Net investments
Share in result in other associated companies
-
2013
JOINT
VENTURES
96
The Group is partner in the following joint ventures:
Ownership interest
2014
2013
Netherlands
50%
50%
Cyprus
50%
50%
Ocean Marine Egypt S.A.E
Egypt
50%
50%
Asian Lift Pte. Ltd.
Singapore
50%
50%
Keppel Smit Towage Pte Ltd
Singapore
49%
49%
Maju Maritime Pte Ltd
Singapore
49%
49%
SAAM SMIT Towage Brasil S.A.*)
Brasil
50%
100%
SAAone Holding B.V.
Netherlands
17%
17%
ENTITY
COUNTRY OF INCORPORATION
VBMS B.V. (formerly named VSMC B.V.)
Smit Lamnalco Ltd
*) Until mid-2014 SAAM SMIT Towage Brasil S.A. (previously Rebras Rebocadores do Brasil S.A.) was
consolidated in the financial statements of the Group.
The key associated companies of the Group are:
Ownership interest
2014
2013
Damietta for Maritime Services Company S.A.E. Egypt
31%
31%
SAAM Remolques S.A. de C.V.
49%
-
COMPANY
Mexico
The voting rights in associated companies are equal to the ownership interests.
For a disclosure on the commitments provided with regard to strategic partnerships reference is made to
paragraph 28.
17.
NON-CURRENT FINANCIAL ASSETS
17.1 OTHER NON-CURRENT RECEIVABLES
Granted loan (to joint venture)
2014
2013
12,674
16,491
7,153
2,603
Repayment of loan (by joint venture)
- 9,278
- 2,016
- 2,458
- 4,404
8,091
12,674
The other non-current receivables comprise loans to joint ventures, associated companies, long-term
advance payments to suppliers and long-term receivables and retentions from customers, which are due in
agreed time schedules. This item also includes accrued receivables which are allocated to the result over
periods longer than one year.
17.2 FINANCIAL INSTRUMENTS AVAILABLE FOR SALE
In the fourth quarter of 2014 the group acquired 19.9% of the certificates on outstanding shares of Fugro
N.V. The interest is classified as a financial instrument available for sale. This is as follows:
2014
Acquisition of share in Fugro N.V.
Change in value in the period
242,364
48,571
290,935
97
18.
INVENTORIES
2014
2013
Fuel and materials
42,337
38,558
Spare parts
58,260
56,045
Other inventories
2,479
3,213
103,076
97,816
During 2014 and 2013 no write-down of inventories to net realizable value was required.
19.
DUE FROM AND DUE TO CUSTOMERS
2014
2013
Cumulative incurred costs plus profit in proportion to progress less provisions for losses
3,760,654
4,174,875
Progress billings
3,778,032
4,065,327
Advances received
Progress billings and advances received
Balance
Due from customers
98,861
111,808
3,876,893
4,177,135
- 116,239
- 2,260
167,494
251,362
Due to customers
- 283,733
- 253,622
Balance
- 116,239
- 2,260
As at year-end 2014 the payments due from customers do not include amounts which will be paid subject to
specified conditions (retentions) from third parties (2013: EUR 10.2 million). The determination of the profit in
proportion to the stage of completion and the provision for losses is based on estimated costs and revenues of the
relating projects. These estimates contain uncertainties.
TRADE AND OTHER RECEIVABLES
Trade receivables
Amounts due from joint ventures and associated companies
2014
2013
363,621
418,449
24,650
12,231
243,726
252,637
631,997
683,317
2014
2013
Bank balances and cash
357,748
281,731
Short-term bank deposits
38,204
48,620
395,952
330,351
Other receivables and prepayments
21.
CASH AND CASH EQUIVALENTS
Bank overdrafts
Bank balances and cash of disposal group
Short-term bank deposits to disposal group
Net cash and cash equivalents in the consolidated statement of cash flows
- 2,371
- 5,709
1,855
24,526
-
5,136
395,436
354,304
Cash and cash equivalents include EUR 65,2 million (2013: EUR 65,0 million) held by project-driven
construction consortiums (joint operations). The remaining funds were freely disposable.
20.
98
22.
GROUP EQUITY
22.1 ISSUED CAPITAL AND SHARE PREMIUM
The authorized share capital of EUR 240 million is divided into 150,000,000 ordinary shares with a par value of
EUR 0.80 each and 50,000,000 cumulative protective preference shares with a par value of EUR 2.40 each.
Movements can be specified as follows:
(in number of shares)
On issue and fully paid at 1 January
2014
2013
120,265,063
107,283,679
Stock dividend
2,672,757
3,284,415
Stock issuance
-
9,696,969
122,937,820
120,265,063
- 629,123
-6
122,308,697
120,265,057
On issue and fully paid at 31 December
Repurchased shares
Shares entitled to dividend at 31 December
Stockdividend
In 2014 a dividend was distributed relating to financial year 2013 for an amount of EUR 1,24 per share, for a total
amount of EUR 149.1 million. 75% of the shareholders opted for a dividend in shares. As a result 2,672,757 new
shares Royal Boskalis Westminster N.V. were issued.
Share issue
On 10 January 2013 Boskalis issued shares for a price of EUR 33.00 per share to finance the acquisition of shares
of Dockwise. Boskalis issued 9,696,969 shares. The expenses related to the issuance of these shares amounted to
EUR 2.1 million after taxation.
Repurchase of shares
On 13 May 2014 the General Meeting of Shareholders agreed upon the conditions for the repurchase of own
shares as part of the share repurchase program, for a period of 18 months. On 14 August 2014 the Group started
repurchasing the shares. In 2014 629,123 shares were repurchased for an amount of EUR 27.7 million.
Share premium
The share premium consists of additional paid-in capital exceeding the par value of outstanding shares. The share
premium is distributable free of tax.
Shares per balance sheet date
The issued capital as at 31 December 2014 consists of 122,937,820 ordinary shares with a par value of EUR 0.80
each and consequently amounts to EUR 98.4 million (2013: EUR 96.2 million). 629,123 shares were owned by the
Group as at 31 December 2014 as part of the issued capital. The six ordinary shares which were owned by the
Group as at 31 December 2013 were sold on 13 March 2014.
Preference shares
The Stichting Continuïteit KBW has received an option right to acquire cumulative protective preference shares in
Royal Boskalis Westminster N.V. This option has not been exercised yet.
22.2 RETAINED EARNINGS
Retained earnings consist of additions and distributions based on profit appropriations, effects of changes in
accounting principles and losses and movements in the legal reserve. The balance is at the disposal of the
shareholders. Retained earnings also comprises of the unappropriated current year profit. A proposal for profit
appropriation is included in the Other Information.
99
22.3 DIVIDENDS
Royal Boskalis Westminster N.V. announced and distributed the following dividends to holders of ordinary shares:
2014
2013
Dividends previous year EUR 1.24 respectively EUR 1.24 per ordinary share
149,129
145,056
Total announced and distributed dividend
149,129
145,056
Stock dividend
112,021
101,819
Cash dividend
37,108
43,237
149,129
145,056
TOTAL DISTRIBUTED DIVIDEND
In 2014 25% of the shareholders have opted for a distribution of dividend in cash. An amount of EUR 37.1 million
was distributed and the accompanying dividend tax was paid in July 2014.
22.4 EARNINGS PER SHARE
Earnings per share over 2014 amount to EUR 4.03 (2013: EUR 3.09). As a result of a lack of dilution effects, the
diluted earnings per share also amount to EUR 4.03 (2013: EUR 3.09). The calculation of earnings per share is
based on the profit attributable to shareholders of EUR 490.3 million (2013: EUR 365.7 million) and the weighted
average number of ordinary shares for the year 2014 is 121,606,364 (2013: 118,445,238). This number is
calculated as follows:
2014
2013
120,265,057
107,283,679
1,493,815
1,889,663
-
9,271,896
Issued ordinary shares (entitled to dividend) as at 1 January
Weighted effect of ordinary shares issued due to optional dividend
Weighted effect of ordinary shares issued
Weighted effect on purchased own ordinary shares issued
Weighted average number of ordinary shares during the fiscal year
- 152,508
-
121,606,364
118,445,238
The first adoption of IFRS 10 and IFRS 11 does not affect the earnings per share.
22.5 OTHER RESERVES
Movement in other reserves:
Legal reserves
Note
OTHER LEGAL
RESERVE
HEDGING
RESERVE
REVALUATION
RESERVE
CURRENCY
TRANSLATION
RESERVE
ACTUARIAL
RESERVE
[22.5.1]
[22.5.2]
[22.5.3]
[22.5.4]
[22.5.5]
305,500
- 22,598
43,150
- 61,106
- 32,031
232,915
-
-
-
-
- 53,270
- 53,270
202,382
TOTAL OTHER
RESERVES
Defined benefit plan actuarial gains (losses) and
asset limitation, after taxation
Foreign currency translation differences for
foreign operations, after taxation
-
-
-
202,382
-
Cash flow hedges, after taxation
-
3,559
-
-
-
3,559
Realization through sale of underlying asset
-
-
- 1,936
-
-
- 1,936
reserve
-
-
4,405
-
-
4,405
Movement legal reserve
34,689
-
-
-
-
34,689
Total movement
34,689
3,559
2,469
202,382
- 53,270
189,829
340,189
- 19,039
45,619
141,276
- 85,301
422,744
Reclass result of new joint venture to revaluation
100
Legal reserves
Note
OTHER LEGAL
RESERVE
HEDGING
RESERVE
REVALUATION
RESERVE
CURRENCY
TRANSLATION
RESERVE
ACTUARIAL
RESERVE
REVISED*)
TOTAL OTHER
RESERVES
REVISED*)
[22.5.1]
[22.5.2]
[22.5.3]
[22.5.4]
[22.5.5]
325,853
- 11,440
20,434
- 3,234
- 129,014
202,599
-
-
-
-
63,919
63,919
Defined benefit plan actuarial gains (losses) and
asset limitation, after taxation
Foreign currency translation differences for
foreign operations, after taxation
-
-
-
- 57,872
-
- 57,872
Cash flow hedges, after taxation
-
- 11,158
-
-
-
- 11,158
-
-
-
-
- 7,996
- 7,996
-
-
-
-
41,060
41,060
Gross up actuarial reserve regarding company
pension fund Smit prior to reclassification
Reclass relating to settlement of Smit company
pension scheme
Revaluation existing participation prior to
business combination Dockwise
-
-
22,716
-
-
22,716
Movement legal reserve
- 20,353
-
-
-
-
- 20,353
Total movement
- 20,353
- 11,158
22,716
- 57,872
96,983
30,316
305,500
- 22,598
43,150
- 61,106
- 32,031
232,915
The changes in accounting principles do not affect the other reserves. The legal reserves are based on
Dutch law and are not available for dividend distribution to shareholders.
22.5.1 OTHER LEGAL RESERVE (LEGAL RESERVE)
With regard to the difference between the cost price and equity value of joint ventures and associated
companies, a legally required reserve is recognized resulting from a lack of control over the distribution of
profits only to the extent that these differences are not included in the accumulated currency translation
differences on foreign operations.
22.5.2 HEDGING RESERVE (LEGAL RESERVE)
The hedging reserve comprises the fair value of effective cash flow hedges, not yet realized at balance
sheet date, net of taxation, including results realized on the “rolling forward” of existing hedges as a result
of differences between the duration of the hedges concerned and the underlying cash flows. Details about
the movements in the hedging reserve are disclosed in note 27.2.
22.5.3 REVALUATION RESERVE (LEGAL RESERVE)
This reserve relates mainly to the revaluations of the existing interests in 2008 following the business
combination Dragamex SA de CV and Codramex SA de CV and the profit with respect to the revaluation
of the existing non-controlling interest prior to the business combination with Smit Internationale N.V.
(2010: EUR 17.3 million) and Dockwise Ltd. (2013: EUR 22.7 million). In 2014 part of the assets which
were revaluated in 2008 were disposed and the accompanying revaluation reserve was released in favour
of the retained earnings. Furthermore, in 2014 an amount of EUR 4.4 million is transferred from the
retained earnings with respect to the book result on the newly formed strategic partnership SAAM-Smit.
22.5.4 CURRENCY TRANSLATION RESERVE (LEGAL RESERVE)
The currency translation reserve comprises all accumulated currency translation differences arising from the
translation of investments in foreign operations, which are denominated in reporting currencies other than
those used by the Group, including the related intragroup financing. These currency translation differences
are accumulated as from the IFRS transition date (1 January 2004) and are taken into the income statement
at disposal or termination of these foreign operations.
101
22.5.5 ACTUARIAL RESERVE
The actuarial reserve relates to the limitation on net plan assets of defined benefit pension schemes and
the actuarial gains and losses, which originated from the difference between the realized and the
expected movement in defined benefit obligations and the return on plan assets. The movement in 2013
from actuarial reserve to reserve retained earnings is initiated by the settlement of a company pension
scheme (reference is made to note 24.1).
23.
INTEREST-BEARING BORROWINGS
31 DECEMBER
2013
2014
NON-CURRENT LIABILITIES
Mortgage loans
Other interest-bearing loans
6,141
16,829
816,676
948,206
822,817
965,035
3,277
4,029
CURRENT LIABILITIES
Mortgage loans (current portion)
Other interest-bearing loans (current portion)
74,846
-
78,123
4,029
In 2014, the Group agreed with the bank syndicate to adapt the credit facility, consisting of a term loan of
USD 525 million and a revolving credit facility of EUR 500 million as agreed upon in 2013, to a revolving
multi-currency credit facility. This adjusted credit facility, amounting to EUR 600 million, has a duration of 5
year, with an option to extend to 7 years. On 31 December 2014 the Group drew USD 215 million and
EUR 75 million respectively as part of this credit facility.
The Other interest-bearing loans concern, translated at year-end foreign currency rates, for EUR 622.4
million (2013: EUR 589.7 million) two US Private Placements. One, amounting to USD 325 million, was
placed with institutional investors in July 2013. The principal of this placement will be repayed after the
duration of ten years. The annual interest rate amounts to 3.66%. The other loan concerns a US private
placement of an inaugural US dollar 433 million and GBP 11 million, in July 2010, with institutional
investors in the United States and the United Kingdom. The placement consists of three tranches with an
original duration of 7, 10 and 12 year respectively. The US dollar and GBP proceeds have been swapped
into euros, for a total amount of EUR 354 million, through a cross currency rate swap. The fixed interest rate
amounts to 4.76%.
Interest rates, remaining terms and currencies of the interest-bearing borrowings are disclosed in the
explanatory notes to the financial instruments in the interest rate risk paragraph. As at 31 December 2014
the average interest rate for the non-current portion of the mortgage loans and other interest-bearing loans
was 3.53% (2013: 3.42%). The non-current portions of other interest-bearing loans due after more than five
years amount to EUR 433.9 million (2013: EUR 384.5 million). The loans of the disposal group as at 31
December 2014 are disclosed in note 5.3.
The Group has agreed to comply with a number of covenants with the bank syndicate and US private
placement holders. These are mainly a net debt / EBITDA ratio, with a limit of 3, and the EBITDA / net
interest ratio, with a minimum of 4. These covenants are met as at 31 December 2014.
102
24.
EMPLOYEE BENEFITS
The liabilities associated with employee benefits consist of defined benefit pension schemes and other
liabilities relating to a number of defined contribution schemes in the Netherlands and foreign countries and jubilee
benefits. They amount to a total of:
2014
31 DECEMBER
Note
Defined benefit pension schemes
[24.1]
Other liabilities on account of employee benefits
Employee benefits
2014
2013
68,280
6,061
7,780
7,696
76,060
13,757
24.1 DEFINED BENEFIT PENSION SCHEMES
SURPLUS/
DEFICIT (-)
UNFUNDED
PENSION
LIABILITIES
TOTAL
585,038
30,552
- 4,673
25,879
31,278
-
- 31,278
- 20
- 31,298
- 809
-
809
-
809
- 809
21,765
-
- 21,765
- 149
- 21,914
21,914
Contributions received from the Group
-
31,875
31,875
-
31,875
Return on plan assets
-
21,128
21,128
-
21,128
Net actuarial gains / losses
153,910
66,314
- 87,596
- 798
- 88,394
Benefits paid
- 18,709
- 18,709
-
324
324
Current service cost
Past service cost
Interest cost on obligation
DEFINED
BENEFIT
OBLIGATION
FAIR VALUE
PLAN ASSETS
554,486
CHARGED TO
CONSOLIDAT
ED
INCOME
STATEMENT
RECOGNIZE
D
DIRECTLY IN
EQUITY
31,298
- 21,128
88,394
Foreign currency exchange rate changes
and other changes
5,887
6,286
399
-
399
Total movement
193,322
106,894
- 86,428
- 643
- 87,071
747,808
691,932
- 55,876
- 5,316
- 61,192
Limitation on net plan assets as at 1 January
24,852
Limitation on net plan assets as at 31 December
- 7,088
Total result defined benefit pension schemes
88,394
- 31,940
Movement in limit on net plan assets
Balance as at 31 December 2014 after limitation on net plan assets
31,275
- 24,852
- 68,280
94,817
31,275
63,542
103
DEFINED
BENEFIT
OBLIGATION
FAIR VALUE
PLAN ASSETS
789,692
Current service cost
Past service cost
Interest cost on obligation
CHARGED TO
CONSOLIDAT
ED
INCOME
STATEMENT
SURPLUS/
DEFICIT (-)
UNFUNDED
PENSION
LIABILITIES
TOTAL
700,381
- 89,311
- 4,616
- 93,927
32,414
-
- 32,414
- 18
- 32,432
- 3,556
-
3,556
-
3,556
- 3,556
23,238
-
- 23,238
- 169
- 23,407
23,407
Contributions received from the Group
-
60,291
60,291
-
60,291
Return on plan assets
-
19,505
19,505
-
19,505
- 120,162
- 12,250
107,912
- 178
107,734
- 24,507
- 24,507
-
308
308
26,350
27,248
898
-
898
changes and other changes
- 168,983
- 185,630
- 16,647
-
- 16,647
Total movement
- 235,206
- 115,343
119,863
- 57
119,806
554,486
585,038
30,552
- 4,673
25,879
Net actuarial gains / losses
Benefits paid
Acquired through business combination
RECOGNIZE
D
DIRECTLY IN
EQUITY
32,432
- 19,505
- 107,734
Transfers, foreign currency exchange rate
Limitation on net plan assets as at 1 January
Movement in limit on net plan assets
Limitation on net plan assets as at 31 December
16,588
32,778
- 91,146
- 5,570
- 26,370
26,370
- 31,940
Balance as at 31 December 2013 after limitation on net plan assets
- 6,061
Total result defined benefit pension schemes
- 31,998
32,778
- 64,776
Part of the Dutch staff participates in five multi-employer pension funds. These pension funds have indicated
they are not able to provide sufficient information for a calculation in accordance with IFRS because there is
no reliable and consistent basis to attribute the pension obligations, plan assets, income and expenses to
the individual member companies of these pension funds. In all cases in which participation takes place in
multi-employer pension funds, the Group has no obligation whatsoever to pay additional contributions in
the case of a shortage in the respective fund, other than contributing future premiums. Neither can the
Group impose its rights on potential surpluses in these funds. As a result, these defined benefit pension
schemes are accounted for as defined contribution pension schemes in these financial statements, in
accordance with IFRS.
The defined benefit pension schemes that are funded, respectively placed at pension funds, are the
company pension funds in The Netherlands, Belgium, United Kingdom, United States and South Africa. The
pension rights include retirements and dependants pensions These pension schemes are characterized by
defined pension rights over service years, mainly based on average wages. The pension rights are indexed
where for the main part of these schemes a limit is set to the available contributions and the return on
investments respectively. The pension schemes, liabilities and plan assets are managed by pension funds or
insurance companies. The risks for the Group related to the pensions is therefore limited. Regarding the
funded defined benefit schemes there are no legal or constructive obligations for the Group for immediate
replenishment in case of insufficient funds to fulfill future actuarially determined obligations. The future
cashflows are limited to the yearly actuarially determined contributions due. The contribution is subject to
the customary, actuarial assumptions, expected returns and agreed contribution ceiling.
As of 1 July 2014 the Group has adjusted its pension plan for the majority of its Dutch (staff) employees.
The adjustments mainly relate to the increase in the annual pension accrual rate and the increase of the
pensionable age to 67 years. These adjustments have resulted in a non-recurring non-cash past service cost
expense of EUR 14.6 million. The expense has been accounted for in the first half of 2014. The board of
the pension fund, Boskalis pension fund, decided to liquidate the fund as at 11 April 2014. In the second
half of 2014 all assets and liabilities from the fund were transferred to Pensioenfonds Grafische Bedrijven
(PGB). The transfer did not affect the consolidated income statement. In the fourth quarter the Group
announced to further adjust the pension schemes for Dutch staff employees as of 2015. These adjustments
consist of the decrease in the offset, decrease in the annual pension accrual rate and the introduction of a
cap on pensionable salary. This announcement resulted in a non-recurring non-cash past service cost gain
of EUR 15.4 million. On balance, a non-cash gain amounting to EUR 0.8 million is recognized in the
income statement 2014 as a result of the (announced) adjustments in pension schemes.
104
The pension scheme managed by PGB does neither have an obligation for replenishment nor any specific
separated plan assets of the Group. As such, the plan assets of the Boskalis pension scheme are determined
actuarially based on the present value of the liabilities transferred to PGB.
The unfunded defined benefit pension schemes are minor pension schemes for two German Group
companies. The other pension schemes within the Group do not classify as defined benefit pension
schemes.
Plan assets consist of the following:
31 DECEMBER
2014
2013
32,688
170,927
157,602
357,089
Investments quoted in active markets
Equities
Bonds
Real estate
1,139
14,171
191,429
542,187
Unquoted investments
Cash (non-interest-bearing)
924
54,195
3,062
- 11,344
3,986
42,851
Actuarial valuation of the inseperable share in plan assets of funds, mainly PGB
496,517
-
Total plan assets
691,932
585,038
Other receivables and payables
As per 31 December 2014 and 31 December 2013 the plan assets do not include shares issued by Royal
Boskalis Westminster N.V.
Periodically the boards of the pension funds prepare an asset liability management study to assess the
matching of the pension liability and the expected duration of the investments. Based on the outcome of
these studies the management of the pension funds adjusts, if necessary, the nature and mix of the asset
portfolio on the expected duration of the pension liabilities. The average duration of the obligations of the
pension schemes is about 19 years.
The recognition of pension costs from defined benefit pension schemes in the consolidated financial
statements is presented in the statement below:
Total result defined benefit schemes
Pension costs for defined benefit pension schemes charged to the consolidated income statement
Actuarial gains and losses and asset limitation recognized directly in equity
Taxation
2014
2013
94,817
- 31,998
- 31,275
- 32,778
63,542
- 64,776
- 10,272
8,853
Actuarial gains and losses and asset limitation recognized directly in equity net of tax
53,270
- 55,923
Effective return on plan assets
87,442
7,255
105
The accumulated actuarial gains and losses and the balance of the limitation on net plan assets amount to:
Accumulated actuarial gains and losses as at 31 December
2014
2013
- 114,480
- 26,086
- 7,088
- 31,940
- 121,568
- 58,026
Asset limitation on net plan assets as at 31 December
In 2015 the Group expects to contribute premiums at an amount of EUR 24.4 million to funded defined
benefit schemes and premiums at an amount of EUR 0.4 million to unfunded defined benefit schemes.
The principal actuarial assumptions used for the calculations are:
2014
2013
Discount rate
2.43%
3.90%
Expected future salary increases
1.80%
2.00%
Expected future inflation
1.80%
2.30%
Expected future pension increases active participants
1.38%
1.90%
Expected future pension increases inactive participants
0.68%
1.00%
Increase of 0.25%
Decrease of 0.25%
Assumptions per 31 December 2014
Effect on defined benefit obligation
Change in discount rate
- 35,574
38,645
Change in expected future salary increases
5,344
- 5,144
Change in pension increase participants
6,342
- 5,736
27,585
- 25,361
Effect on attributed pension expenses to the service year
- 2,928
3,220
591
- 579
782
- 672
2,163
- 1,765
Increase of 0.25%
Decrease of 0.25%
Assumptions per 31 December 2013
Effect on defined benefit obligation
- 22,514
24,244
3,914
- 3,730
4,016
- 3,623
16,696
- 15,751
- 1,790
1,946
402
- 390
489
- 424
1,244
- 1,164
Historical information:
Defined benefit obligation
Fair value of plan assets
Surplus / deficit (-)
Unfunded pension liabilities
Total surplus / deficit (-)
2014
2013
2012
2011
2010
- 747,808
- 554,486
- 789,692
- 687,660
- 586,570
691,932
585,038
700,381
629,183
580,157
- 55,876
30,552
- 89,311
- 58,477
- 6,413
- 5,316
- 4,673
- 4,616
- 4,359
- 4,420
- 61,192
25,879
- 93,927
- 62,836
- 10,833
The movements in defined benefit obligations and the fair value of plan assets are primarily caused by
changes in the discount rate.
Effect on attributed pension expenses to the service year
106
24.2 DEFINED CONTRIBUTION PENSION SCHEMES
In 2015 the Group expects to contribute an amount of EUR 20.0 million for premiums to defined
contributions schemes. This concerns contributions to pension schemes placed with multi-employer pension
funds, which are accounted for as defined contribution pension schemes in these financial statements, in
accordance with IFRS.
25.
PROVISIONS
CLAIMS
GUARANTEE
OBLIGATIONS
SOIL
DECONTAMINATION
OTHER
TOTAL
2013
20,527
4,828
3,031
1,575
900
30,861
24,958
-
-
-
-
-
-
22,328
6,620
3,305
3,220
-
23
13,168
7,819
- 9,126
- 2,173
- 138
-
-
- 11,437
- 19,947
Provisions reversed during the year
-
- 530
- 150
- 454
-
- 1,134
- 2,827
Discount to present value
-
-
-
-
-
-
-
Reclass to disposal group
-
- 303
-
-
-
- 303
- 2,551
Other movements
1,247
110
564
-
-
1,921
1,522
Exchange rate differences
- 709
-
-
-
-
- 709
- 441
18,559
5,237
6,527
1,121
923
32,367
30,861
Non-current
17,048
3,608
6,341
1,121
473
28,591
26,202
1,511
1,629
186
-
450
3,776
4,659
18,559
5,237
6,527
1,121
923
32,367
30,861
UNFAVOURABLE
AND ONEROUS
CONTRACTS
Provisions made during the year
Provisions used during the year
Current
The provision for unfavourable and onerous contracts consists mainly of provisions, resulting from business
combinations (primarily in 2013), for projects or customer contracts with a negative fair value. Moreover in
2013 a provision is made for onerous contracts for unused offices. The provision for unused offices amounts
to EUR 4.5 million as at 31 December 2014 (year-end 2013: EUR 6.8 million) includes expected
(sub)rental income of EUR 0.3 million (2013: EUR 2.1 million).
The other provisions relate mainly to warranty liabilities, expected costs for cleaning up soil contamination
and claims for completed projects received during the reporting period and in previous years. The Group
disputes these claims and has made an assessment of the projected costs resulting from these claims. The
results of the claims are uncertain and may differ from the above listed provisions.
26.
TRADE AND OTHER PAYABLES
31 DECEMBER
Trade payables
2013
185,248
218,702
Taxes and social security payables
41,975
48,067
Amounts due to joint ventures and associated companies
21,878
21,164
911,480
854,776
1,160,581
1,142,709
Other creditors and accruals
2014
The trade and other payables are generally not interest-bearing.
27.
GENERAL
FINANCIAL INSTRUMENTS
Pursuant to a financial policy maintained by the Board of Management, the Group and its Group companies use
several financial instruments in the ordinary course of business. The policy with respect to financial instruments is
disclosed in more detail in the Annual Report in the “Corporate Governance” chapter. The Group’s financial
instruments are cash and cash equivalents, trade and other receivables, certificates of (listed) shares, interest-bearing
loans and bank overdrafts, trade and other payables and derivatives. The Group enters into derivative transactions,
mainly foreign currency forward contracts, foreign currency options and to a limited extent interest rate swaps, to
hedge against the related risks as the Group’s policy is not to trade in derivatives.
107
27.1 FINANCIAL RISK MANAGEMENT
The Group has exposure to the following risks from its use of financial instruments:
 Credit risk
 Liquidity risk
 Market risk, existing of: currency risk, interest rate risk and price risk
27.1.1 CREDIT RISK
The Group has a strict acceptance and hedging policy for credit risks, resulting from payment and political risks. In
principle, credit risks are covered by means of bank guarantees, insurance, advance payments, etcetera, except in
the case of creditworthy, first class debtors. These procedures and the (geographical) diversification of the operations
of the Group companies reduce the risk with regard to credit concentration.
Exposure to credit risk
Credit risk is the risk of financial loss to the Group if a customer or counterparty to a financial instrument fails to meet
its contractual obligations, and arises principally from the Group’s trade and other receivables. The Group’s exposure
to credit risk is mainly determined by the individual characteristics of each of the
customers and the location of these customers.
A large part of the Group’s projects in progress within the operational segments Dredging & Inland Infra and
Offshore Energy is directly or indirectly performed on behalf of state controlled authorities and (contractors of) oil and
gas producers in various countries and geographical areas. Activities relating to Harbour Towage activities (part of
Towage & Salvage) are often performed for major ship owning companies and harbour agents. Receivables relating
to terminal services (part of Towage & Salvage) are generally outstanding with oil and gas producers, therefore a
significant portion of the receivables relates to clients from these industries. Salvage receivables (part of Towage &
Salvage) are mainly outstanding with shipping companies and their Protection & Indemnity Associations, or “P&I
Clubs”. In general there is healthy diversification of receivables with different customers in several countries in which
the Group is performing its activities. Ongoing credit evaluation is performed on the financial condition of accounts
receivable. The credit history of the Group over the recent years indicates that bad debts incurred are insignificant
compared to the level of activities. Therefore, management is of the opinion that credit risk is adequately controlled
through the currently applicable procedures.
The maximum credit risk as per balance sheet date, without taking into account the aforementioned financial risk
coverage instruments and policy, consists of the book values of the financial assets as stated below:
31 DECEMBER
2014
Non-current receivables
Trade receivables
Amounts due from joint ventures and associated companies
Other receivables and prepayments
Derivatives (receivable)
Income tax receivable
2013
8,091
12,674
363,621
418,449
24,650
12,231
243,724
252,637
9,329
12,731
11,558
8,797
395,952
330,351
1,056,925
1,047,870
31 DECEMBER
2014
2013
227,396
234,037
Offshore energy
126,754
129,921
Towage & Salvage
7,411
50,151
Holding
2,060
4,340
363,621
418,449
The maximum credit risk on trade debtors at reporting date by operational segment was as follows:
108
The aging of trade debtors as at 31 December was as follows:
2013
2014
Impairment
Gross
223.423
-
219.481
-
84.016
- 2.028
129.385
- 1.589
Gross
Not past due
Past due 0 - 90 days
Impairment
6.417
- 1.128
48.862
- 4.124
37.085
- 2.285
9.359
- 1.515
More than 360 days
31.248
- 13.127
28.188
- 9.598
382.189
- 18.568
435.275
- 16.826
Impairment
- 18.568
- 16.826
Trade receivables at book value
363.621
418.449
With respect to the receivables that are neither impaired nor past due, there are no indications as of the
reporting date that these will not be settled.
The movement in the allowance for impairment in respect of trade debtors during the year was as follows:
2014
2013
16,826
14,120
Provisions made during the year
9,864
13,049
Provisions used during the year
- 263
- 10,482
Provisions released during the year
Exchange rate differences
- 7,590
- 78
- 269
217
1,742
2,706
18,568
16,826
Concentration of credit risk
As at reporting date there is no concentration of credit risk with certain customers.
27.1.2 LIQUIDITY RISK
Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due.
The Group’s approach to managing liquidity is to ensure that it will have sufficient liquidity to meet its
liabilities when due, under both normal and stressed conditions. Liquidity projections including available
credit facilities are incorporated in the regular management information reviewed by the Board of
Management. The focus of the liquidity review is on the net financing capacity, being free cash plus
available credit facilities in relation to the financial liabilities. Furthermore, based on the Group’s financial
ratios it can be concluded that the Group has significant debt capacity available under an (implied)
“investment grade”-credit profile.
109
The following are the contractual maturities of financial liabilities, including estimated interest payments and
excluding the impact of netting agreements and excluding financial liabilities accounted for as part of the
disposal group:
Contractual cash
Mortgage loans
Bank overdrafts
Current tax payable
Derivatives
Book value
flows
More than 5
One year or less
1 - 5 years
years
- 9,418
- 10,836
- 3,789
- 6,606
- 441
- 891,522
- 1,084,865
- 107,207
- 489,986
- 487,672
- 2,371
- 2,371
- 2,371
-
-
- 1,160,581
- 1,160,581
- 1,160,581
-
-
- 195,162
- 195,162
- 195,162
-
-
- 21,279
- 3,061
- 14,463
2,484
8,918
- 2,280,333
- 2,456,876
- 1,483,573
- 494,108
- 479,195
One year or less
1 - 5 years
Contractual cash
Mortgage loans
Bank overdrafts
Current tax payable
Derivatives
Book value
flows
More than 5
years
- 20,858
- 23,433
- 7,280
- 15,251
- 902
- 948,206
- 1,161,492
- 32,312
- 680,882
- 448,298
- 5,709
- 5,709
- 5,709
-
-
- 1,142,709
- 1,142,709
- 1,142,709
-
-
- 142,481
- 142,481
- 142,481
-
-
- 69,387
- 73,812
- 2,427
- 25,440
- 45,945
- 2,329,350
- 2,549,636
- 1,332,918
- 721,573
- 495,145
27.1.3 MARKET RISK
Currency risk
The functional currency of the Group is the euro. A number of group companies, of which the most
important companies are Dockwise and other substantial strategic investments (Smit-Lamnalco, Keppel Smit
Towage, Asian Lift and SAAM-Smit), have different functional currencies than the euro. The main other
currency is the US Dollar, which is the functional currency of Dockwise, Smit-Lamnalco and SAAM-Smit,
followed by the Singapore Dollar. The revenues and expenses of these companies are largely or entirely
based on other currencies than the euro. These group companies attribute approximately 35 – 40% to the
group revenue, 40 – 45% to the operational result and 35 – 40% to the EBITDA in 2014. The Board of
Management has defined a policy to control foreign currency risks based on hedging of material
transactions in foreign currencies of group companies other than the functional currency. The basic
assumption is that these group companies hedge their currency risks, if material, which result from
operational transactions in currencies different than their functional currency. The Group contracts a larger
part of the projects in US Dollars and currencies which are related to some extent to the US Dollar or
another currency. Consequently, a large part of the activities of the group companies have the euro as
functional currency. This is mainly relevant for group companies involved in dredging or offshore projects.
The expenses of these companies are mainly presented in euros and to lesser extent in local currencies of
the country of operation of the activities.
Consequently, the reported financial results and cash flows of the respective operations are exposed to
foreign currency risk. The exchange rate of the US Dollar and the euro are relevant in this perspective. The
Board of Management has defined a policy to mitigate foreign risks by hedging foreign currency exposure
of operational activities immediately, in most cases by forward currency contracts.
The Group uses derivative financial instruments only to the extent to hedge related transactions, mainly from
future cash flows from agreed project. The Group applies hedge accounting for its cash flow hedges.
Market risk concerns the risk that group income or the value of investments in financial instruments is
adversely affected by changes in market prices, such as exchange rates, interest rates and fuel prices. The
objective of managing market risks is to keep the market risk position within acceptable boundaries while
achieving the best possible return.
110
Exposure to currency risk
The Group’s currency risk management policy was carried out during 2014 and resulted in a non-material
sensitivity of the Group to currency transaction risk.
The following significant exchange rates applied during the year under review:
Average rate
Spot rate as per 31 December
2014
2013
2014
2013
US Dollar
1.326
1.330
1.210
1.378
Singapore Dollar
1.682
1.667
1.604
1.740
14.356
12.850
13.999
14.440
3.121
2.883
3.217
3.240
Euro
South African Rand
Brazilian Real
Currency translation risk
The currency translation risk arises mainly from the net asset position of subsidiaries, associated companies
and joint ventures, whose functional currency is different form the presentiation currency of the Group.
These investments are viewed from a long-term perspective. Currency risks associated with investments in
these affiliated companies are not hedged, under the assumption that currency fluctuations and interest
and inflation developments balance out in the long run. Items in the income statements of these subsidiaries
are translated at average exchange rates. Currency translation differences are charged or credited directly
to equity.
At reporting date the net asset positions of the main subsidiaries, associated companies and joint ventures
in main functional currencies other than the euro were as follows:
31 DECEMBER
Euro
US dollar
Singapore dollar
South African rand
Brazilian real
2014
2013
1,553,145
1,100,342
408,460
295,793
27,130
20,904
5,843
46,093
1,994,578
1,463,132
For the year 2014, profit before tax, excluding the effect of non-effective cash flow hedges, would have
been EUR 14.2 million higher (2013: EUR 16.9 million higher) if the corresponding functional currency had
strengthened by 5% in comparison to the euro with all other variables, in particular interest rates, held
constant. This would have been mainly as a result of foreign exchange gains on translation of the US Dollar
denominated result of the affiliates mentioned above. The total effect on the currency translation reserve
amounts to about EUR 89 million (2013: approximately EUR 75 million).
A 5% weakening of the corresponding functional currency against the euro at year-end would have had the
equal but opposite effect assuming that all other variables would remain constant.
Currency translation risk, excluding interest-bearing financing
The currency translation risk can be summarized as follows:
111
2014
2013
Expected cash flows in US dollars
205,168
238,482
Expected cash flows in Australian dollars
- 84,872
- 84,710
Expected cash flows in Britsch Pounds
20,747
26,591
Expected cash flows in Indian Rupees
36,849
73,998
- 10,413
- 29,960
Expected cash flows in Singaporese dollars
Expected cash flows in Swedish Krona
23,951
7,654
Expected cash flows in other currencies
2,088
- 5,059
193,518
226,996
- 171,167
- 229,837
22,351
- 2,841
Expected cash flows in foreign currencies
Cash flow hedges
Net position
Sensitivity analysis
Due to the fact that the expected future cash flows in foreign currencies are hedged, the sensitivity for
foreign currency risk for financial instruments, excluding interest-bearing financing, is limited for the Group.
The Group is mainly funded with loans denominated in euros and in US Dollars, as well as US Private
Placements denominated in US Dollars and in Great British Pounds Sterling (reference is made to note 23).
To a large extent the US Dollar Private Placements and the full amount expressed in Great British Pound
Sterling is swapped into euros, by means of cross currency swaps. The other part of the US Private
Placements expressed in US Dollar and the other US Dollar financing is used to hedge, in part, the netinvestment in Dockwise and Fairmount, including the intercompany financing provided to Dockwise. As a
result there is no sensitivity in the profit and loss account with respect to financing in other currencies that
the euro.
Interest rate risk
The Group has both fixed and variable interest rate liabilities. In respect of controlling interest risks, the
policy is that, in principle, interest rates for loans payable are primarily fixed for the entire maturity period.
This is achieved by contracting loans that carry a fixed interest rate or by using derivatives such as interest
rate swaps.
Interest rate
One year or less
1 - 5 years
Over 5 years
Total
0.03%
357,748
-
-
357,748
Short-term deposits
4.92%
38,204
-
-
38,204
Mortgage loans (EUR)
4.40%
- 1,756
-
-
- 1,756
Mortgage loans (other)
8.56%
- 1,521
- 5,687
- 454
- 7,662
Other interest-bearing loans (EUR)
0.75%
- 74,846
- 2,006
-
- 76,852
Other interest-bearing loans (US Dollar)
3.43%
-
- 381,197
- 420,616
- 801,813
Other interest-bearing loans (other)
5.19%
-
-
- 12,857
- 12,857
Bank overdrafts (EUR)
1.15%
- 1,374
-
-
- 1,374
17.50%
- 997
-
-
- 997
315,458
- 388,890
- 433,927
- 507,359
Interest rate
One year or less
1 - 5 years
Over 5 years
Total
0.03%
281,731
-
-
Short-term deposits
2.26%
48,620
-
-
48,620
Mortgage loans (EUR)
3.41%
- 2,718
- 9,600
-
- 12,318
Mortgage loans (other)
8.75%
- 1,311
- 6,370
- 859
- 8,540
Other interest-bearing loans (EUR)
5.97%
-
- 8,703
- 2,501
- 11,204
Other interest-bearing loans (US Dollar)
3.32%
-
- 555,869
- 368,290
- 924,159
Other interest-bearing loans (other)
5.20%
-
-
- 12,843
- 12,843
Bank overdrafts (EUR)
1.25%
- 5,248
-
-
- 5,248
17.00%
- 461
-
-
- 461
320,613
- 580,542
- 384,493
- 644,422
Bank overdrafts (other)
Bank overdrafts (other)
281,731
The interest rates and the maturity term profiles of interest-bearing loans, deposits and cash and cash
equivalents are stated below:
112
Cash, deposits and bank overdrafts and the other interest-bearing loans do not have fixed interest rates.
Sensitivity analysis
In managing interest rate risks the Group aims to reduce the impact of short-term fluctuations on the Group’s
earnings. In the long term, however, permanent changes in interest rates will have an impact on profit.
At the reporting date the interest rate profile of the Group’s interest-bearing financial instruments taking into
account the corresponding effective hedge instruments, was:
31 DECEMBER
2013
2014
FIXED RATE INSTRUMENTS
Financial assets
Financial liabilities
254,305
220,538
- 649,935
- 587,089
- 395,630
- 366,551
VARIABLE RATE INSTRUMENTS
Financial assets
Financial liabilities
141,647
109,813
- 251,005
- 381,975
- 109,358
- 272,162
A decrease of 100 basis points, if possible, in interest rates at 31 December 2014 would have increased
the Group’s profit before income tax by approximately EUR 2.1 million (2013: EUR 3.3 million increase),
with all other variables, in particular currency exchange rates, held constant.
Price risks
Risks related to price developments on the purchasing side, such as amongst others increased wages, costs
of materials, sub-contracting costs and fuel, which are usually for the Group’s account, are also taken into
account when preparing cost price calculations and tenders. Wherever possible, especially on projects that
extend over a long period of time, price index clauses are included in contracts.
The Board of Management has established a fuel price risk management policy stipulating approved fuel
price risk management instruments. These include: delivery of fuel by the client, price escalation clauses,
fixed price supply contracts and financial derivatives (forward, future and swap contracts).
At year-end 2014 the Group has an interest of 19.9% of the certificates on shares of Fugro N.V. (reference
made to paragraph 17.2). An in- or decrease of 10% of the share price leads to an in- or decrease of the
non-realized results of EUR 29.1 million, which is directly recognized in shareholders’ equity.
27.2 ON-BALANCE FINANCIAL INSTRUMENTS AND FAIR VALUE
Financial instruments accounted for under assets and liabilities are financial fixed assets, cash and cash
equivalents, receivables, and current and non-current liabilities. Derivatives are mainly future cash flows
hedged by forward contracts to which hedge accounting is applied. Furthermore, the Group holds a
number of interest rate swaps. These are recognized under other derivatives.
The fair value of the majority of the financial instruments does not differ materially from the book value, with
the exception of a number of loans and other payables with a fixed rate. The fair value of these instruments
is disclosed below.
Fair value hierarchy
For the fair value measurement of the recognized financial instruments a fair value hierarchy is defined in
accordance with IFRS 13:
 Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities.
 Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or
liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices).
 Level 3: inputs for the asset or liability that are not based on observable market data (unobservable
inputs).
The fair value of the forward exchange contracts is based on their listed market price (unadjusted market
prices in active markets for identical assets and liabilities) or discounted cash flows based on relevant
113
conditions and durations of the contracts and including public interest rates for comparable instruments per
balance sheet date, taking in account the credit risk of the counterparty. The fair value other financial
instruments is based on the actual interest rate as at balance sheet date, taking into account terms and
maturity. The fair value of non-interest bearing financial instruments with a maturity of twelve months or less
is supposed to be equal to their book value.
The fair value and the related hierarchy of the aforementioned financial instruments are:
CARRYING
AMOUNT
FAIR VALUE
HIERACHY
CARRYING
AMOUNT
FAIR VALUE
HIERACHY
Assets
Derivatives
Available for Sale assets
9,329
9,329
2
12,731
12,731
2
290,935
290,935
1
-
-
-
- 21,279
- 21,279
2
- 69,387
- 69,387
2
- 649,935
- 716,761
3
- 587,089
- 660,184
3
Liabilities
Derivatives
Interest bearing loans with fixed interest rates
Derivatives
The composition of outstanding derivatives at year-end is presented below.
2014
WITHIN ONE YEAR
AFTER ONE YEAR
TOTAL
- 219,679
USD forward selling (in US Dollar)
- 203,947
- 15,732
Forward selling of other currencies (average contract rates in EUR)
72,258
16,716
88,974
Forward buying of other currencies (average contract rates in EUR)
- 100,886
-
- 100,886
- 1,274
- 1,274
- 2,548
3,133
29,122
32,255
WITHIN ONE YEAR
AFTER ONE YEAR
TOTAL
USD forward selling (in US Dollar)
- 296,546
- 13,512
- 310,058
USD forward buying (in US Dollar)
2,077
19
2,096
Forward selling of other currencies (average contract rates in EUR)
114,835
-
114,835
Forward buying of other currencies (average contract rates in EUR)
- 123,864
- 1,680
- 125,544
- 80
- 75
- 155
- 437
- 1,763
- 2,200
- 1,384
- 57,904
- 59,288
Fuel hedges (in US Dollar)
Interest Rate Swaps (in EUR)
2013
Fuel hedges (in US Dollar)
Interest Rate Swaps (in US Dollar)
Interest Rate Swaps (in EUR)
The remaining time to maturity of these derivatives has a direct relation to the remaining time to maturity
of the relating underlying contracts in the order book.
Cash flows from forward currency buyings and sellings can be rolled forward at settlement date when
they differ from the underlying cash flows.
2014
2013
- 22,598
- 11,440
Movement in fair value of effective cash flow hedges recognized in group equity
3,380
- 16,780
Transferred to the income statement
2,125
1,603
Total directly recognized in group equity
5,505
- 15,177
Hedging reserve as at 1 January
Taxation
Directly charged to the Hedging reserve (net of taxes)
Balance Hedging reserve as at 31 December
- 1,946
4,019
3,559
- 11,158
- 19,039
- 22,598
The results on non-effective cash flow hedges are presented within the operational costs and amount to
EUR 1.1 million negative in 2014 (2013: EUR 1.1 million negative).
The results on effective cash flow hedges are recognized in group equity as stated below:
114
Netting of financial instruments
The Company nets financial instruments as far as this is appropriate. Below the netting of the balance sheet
items is disclosed:
AS AT 31 DECEMBER
2014
2013
Gross amount cash and cash equivalents
416,655
368,903
Nett bank overdrafts
- 20,703
- 38,552
Netted amount in balans sheet
395,952
330,351
27.3 CAPITAL MANAGEMENT
The Board of Management’s policy is to maintain a strong capital base so as to maintain customer,
investor, creditor and market confidence and to support future development of the business. The Board of
Management monitors the return on equity, which the Group defines as net operating income divided by
total shareholders’ equity, excluding minority interests. The Board of Management also monitors the level of
dividend to be paid to holders of ordinary shares. For the dividendpolicy reference is made to the
Shareholders Information in the Annual Report.
The Board of Management seeks to maintain a balance between the higher returns that might be possible
with higher levels of borrowings and the benefits of a sound capital position. The Group’s target is to
achieve a long-term return on equity of at least 12%; in 2014 the return was 17.5% (2013: 16.5%).
There were no changes in the Group’s approach to capital management during the year. Neither the
Group nor any of its Group companies are subject to externally imposed capital requirements.
The Group’s net debt (EUR 2,753 million; 2013: EUR 2,789 million) to Group equity (EUR 3,160 million;
2013: EUR 2,532 million) at the reporting date amounts to 0.88 (2013: 1.10).
27.4 OTHER FINANCIAL INSTRUMENTS
Pursuant to the decision of the General Meeting of Shareholders held on 9 May 2001, the Stichting
Continuïteit KBW has acquired the right to take cumulative protective preference shares in Royal Boskalis
Westminster N.V. for a nominal amount which shall be equal to the nominal amount of ordinary shares
outstanding minus one share at the time of the issue. This right qualifies as a derivative financial liability,
with the following important conditions. The cumulative protective preference shares are to be issued at par
against a 25% cash contribution, the remainder after call-up by the Stichting in consultation with Royal
Boskalis Westminster N.V. After the issue, Royal Boskalis Westminster N.V. has the obligation to buy or
cancel the shares upon the Stichting’s request. The preferential dividend right amounts to Euribor increased
by 4% at most. The interest and credit risk is limited. The fair value of the option right is nil.
28.
COMMITMENTS AND CONTINGENT LIABILITIES
Operational lease obligations
The operational lease obligations relate primarily to the operational lease of some vessels, earthmoving equipment,
cars and offices. Additional clauses are not taken into account presuming that these are not unconditional. Nonredeemable operating lease contracts are recognized at nominal amounts and are due as follows:
2014
2013
Within one year
43,566
42,513
Between one and five years
73,502
42,405
After more than five years
10,465
9,333
127,533
94,251
115
Guarantees
The guarantee commitments as at 31 December 2014 amount to EUR 604 million (2013: EUR 701 million) and can
be specified as follows:
2014
2013
Guarantees provided by third parties with respect to:
Joint ventures and associate companies
Contracts and joint ventures
Lease obligations and other financial obligations
81,000
10,000
522,000
678,000
1,000
13,000
604,000
701,000
The above mentioned guarantees outstanding as at 31 December 2014 refer to counter-guarantees provided to
financial institutions for approximately EUR 603 million (2013: approximately EUR 700 million) In 2014, 28 key
Group companies are jointly and severally liable in respect of credit facilities and guarantees provided to several
Group companies. In respect of these credit facilities, it has been agreed to limit the provision of further securities on
existing property, plant and equipment. Group companies are jointly and severally liable for the non-consolidated
part of the liabilities of their joint ventures: in total EUR 166.4 million (2012: EUR 158.7 million). Group companies
are also jointly and severally liable for performance obligations for contracts with third parties in project-driven
construction consortiums. In addition, certain recourse obligations exist in respect of project financiers and guarantees
of deployment relating to equipment. Where deemed necessary, provisions have been made.
Capital commitments
As at 31 December 2014, capital commitments agreed upon amount to EUR 125 million (year-end 2013: EUR 198
million).
Capital contribution obligations
At year-end 31 December 2014 capital contribution obligations relating to PPS-companies amount to EUR 12.5
million (2013: EUR 12.5 million).
Other
Several legal proceedings and investigations have been instituted against (entities of) Royal Boskalis Westminster
N.V. Where deemed necessary and if a reliable estimate of the future cash flows can be made, provisions have been
made. Dutch companies form part of a fiscal unity. The companies are therefore liable for the tax obligations of the
fiscal unity as a whole.
29.
RELATED PARTIES
29.1 IDENTITY OF RELATED PARTIES
The identified related parties to the Group are its Group companies, its joint ventures, its associated companies (see
note 16), its shareholders with significant influence, its pension funds that are classified as funded defined benefit
pension schemes in accordance with IAS 19 and the members of the Supervisory Board and Board of Management.
116
GROUP COMPANIES
The following are the most relevant active Group companies.
COMPANY
CITY OF INCORPORATION
2014
2013
Baggermaatschappij Boskalis B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Finance B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Holding B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Holding I (dollar) B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Holding II (dollar) B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis International B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Nederland B.V.
Rotterdam
The Netherlands
100%
100%
Boskalis Offshore Subsea Contracting B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Offshore Subsea Services B.V.
Rotterdam
The Netherlands
100%
100%
Boskalis Offshore Marine Services B.V.
Rotterdam
The Netherlands
100%
100%
Boskalis Offshore Marine Contracting B.V.
Rotterdam
The Netherlands
100%
100%
Boskalis Westminster Dredging B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Westminster International B.V.
Papendrecht
The Netherlands
100%
100%
Boskalis Westminster Shipping B.V.
Papendrecht
The Netherlands
100%
100%
BW Marine B.V.
Papendrecht
The Netherlands
100%
100%
BW Soco B.V.
Sliedrecht
The Netherlands
100%
100%
Hydronamic B.V.
Sliedrecht
The Netherlands
100%
100%
Boskalis Dolman B.V.
Dordrecht
The Netherlands
100%
100%
Boskalis Transport B.V.
Rotterdam
The Netherlands
100%
100%
Cofra B.V.
Amsterdam
The Netherlands
100%
100%
Aannemingsbedrijf De Jong & Zoon Beesd B.V.
Beesd
The Netherlands
100%
100%
Zuurmond Groen B.V.
Acquoy
The Netherlands
100%
100%
Aannemingsmaatschappij Markus B.V.
Halfweg
The Netherlands
100%
100%
MNO Vervat B.V.
Nieuw Vennep
The Netherlands
100%
100%
Boskalis Nederland Infra B.V.
Rotterdam
The Netherlands
100%
-
MNO Grond- Weg- en Waterbouw B.V.
Rotterdam
The Netherlands
100%
100%
J. van Vliet B.V.
Wormerveer
The Netherlands
100%
100%
Dockwise B.V.
Breda
The Netherlands
100%
100%
Dockwise Transport N.V.
Curaçao
Netherlands Antilles
100%
100%
Dockwise Shipping B.V.
Breda
The Netherlands
100%
100%
Dockwise Transporter B.V.
Breda
The Netherlands
100%
100%
Dockwise Vanguard B.V.
Breda
The Netherlands
100%
100%
Fairstar Heavy Transport N.V.
Rotterdam
The Netherlands
100%
100%
Fairstar Finesse B.V.
Rotterdam
The Netherlands
100%
100%
Target B.V.
Breda
The Netherlands
100%
100%
Talisman B.V.
Breda
The Netherlands
100%
100%
Treasure B.V.
Breda
The Netherlands
100%
100%
Triumph B.V.
Breda
The Netherlands
100%
100%
Trustee B.V.
Breda
The Netherlands
100%
100%
SMIT Harbour Towage Rotterdam B.V.
Rotterdam
The Netherlands
100%
100%
Smit Internationale Beheer B.V.
Rotterdam
The Netherlands
100%
100%
Smit Internationale N.V.
Rotterdam
The Netherlands
100%
100%
Smit Internationale Overseas B.V.
Rotterdam
The Netherlands
100%
100%
SMIT Salvage B.V.
Rotterdam
The Netherlands
100%
100%
Smit Vessel Management Services B.V.
Rotterdam
The Netherlands
100%
100%
Smit Towage Brasil B.V.
Papendrecht
The Netherlands
100%
-
Smit Towage Mexico Holding B.V.
Papendrecht
The Netherlands
100%
-
Smit Towage Holding B.V.
Papendrecht
The Netherlands
100%
-
Boskalis Offshore Fleet Management B.V.
Papendrecht
The Netherlands
100%
-
Fairmount Marine B.V.
Rotterdam
The Netherlands
100%
-
Fairmount Ocean Towage Company B.V.
Rotterdam
The Netherlands
100%
-
Fairmount Glacier B.V.
Rotterdam
The Netherlands
100%
-
Fairmount Expedition B.V.
Rotterdam
The Netherlands
100%
-
Fairmount Alpine B.V.
Rotterdam
The Netherlands
100%
-
Fairmount Sherpa B.V.
Rotterdam
The Netherlands
100%
-
Fairmount Summit B.V.
Rotterdam
The Netherlands
100%
-
Boskalis Offshore Transport Services N.V.
Antwerp
Belgium
100%
100%
Unie van Redding- en Sleepdienst België N.V.
Antwerp
Belgium
100%
100%
Unie van Redding- en Sleepdienst N.V.
Antwerp
Belgium
100%
100%
Boskalis Offshore Marine Services N.V.
Antwerp
Belgium
100%
100%
Dredging & Contracting Belgium N.V.
Overijse
Belgium
100%
100%
Heinrich Hirdes GmbH
Hamburg
Germany
100%
100%
Heinrich Hirdes EOD Services GmbH
Hamburg
Germany
100%
100%
Heinrich Hirdes Kampfmittelräumung GmbH
Duisburg
Germany
100%
100%
COMPANY
CITY OF INCORPORATION
2014
2013
Rock Fall Company Ltd
Fareham
United Kingdom
100%
100%
Boskalis Westminster Ltd
Fareham
United Kingdom
100%
100%
Cofra Ltd
Fareham
United Kingdom
100%
100%
Westminster Dredging (Overseas) Ltd
Fareham
United Kingdom
100%
100%
Westminster Gravels Ltd
Fareham
United Kingdom
100%
100%
Smit Harbour Towage (U.K.) Ltd.
Fareham
United Kingdom
100%
100%
Irish Dredging Company Ltd.
Cork
Ireland
100%
100%
Atlantique Dragage SARL
Nanterre
France
100%
100%
Sociedad Española de Dragados SA
Madrid
Spain
100%
100%
Dragapor Dragagens de Portugal SA
Alcochete
Portugal
100%
100%
Boskalis Italia S.r.l.
Rome
Italy
100%
100%
Terramare Oy
Helsinki
Finland
100%
100%
Boskalis Offshore A/S
Randaberg
Norway
100%
100%
Boskalis Sweden AB
Gothenburg
Sweden
100%
100%
Boskalis Polska Sp. z O.O.
Szczecin
Poland
100%
100%
Terramare Eesti Oü
Tallinn
Estonia
100%
100%
UAB Boskalis Baltic
Klaipeda
Lithuania
100%
100%
Limited Liability Company "Boskalis"
St. Petersburg
Russian Federation
100%
100%
Boskalis Offshore Subsea Contracting Azerbaijan LLC
Baku
Azerbaijan
100%
-
BKW Dredging & Contracting Limited
Nicosia
Cyprus
100%
100%
Boskalis Westminster Dredging Ltd
Nicosia
Cyprus
100%
100%
Boskalis Westminster Middle East Ltd
Nicosia
Cyprus
100%
100%
BW Marine (Cyprus) Ltd
Nicosia
Cyprus
100%
100%
Boskalis do Brasil Dragagem e Serviços Maritímos Ltda
Rio de Janeiro
Brazil
100%
100%
Stuyvesant Projects Realization Inc.
Wilmington
United States of America
100%
100%
Boskalis Westminster Inc.
Wilmington
100%
100%
Stuyvesant Envirionmental Contracting LLC
Wilmington
100%
100%
Boskalis Canada Dredging & Marine Service Ltd
Vancouver
Canada
-
100%
Smit Marine Canada Inc
Whitehorse
Canada
-
100%
SAAM SMIT Towage Brasil S.A.
Rio de Janeiro
Brazil
-
100%
Dragamex S.A. de CV
Coatzacoalcos
Mexico
100%
100%
Boskalis Panama S.A.
Ancon
Panama
100%
100%
Smit Harbour Towage (Panama), Inc.
Panama City
Panama
100%
100%
Boskalis Guyana Inc.
Georgetown
Guyana
100%
100%
Riovia S.A.
Montevideo
Uruguay
100%
100%
Boskalis International Uruguay S.A.
Montevideo
Uruguay
100%
100%
Dravensa C.A.
Caracas
Venezuela
100%
100%
Nigerian Westminster Dredging and Marine Ltd
Lagos
Nigeria
60%
60%
BKI Gabon S.A.
Libreville
Gabon
100%
100%
Smit Amandla Marine (Pty) Ltd.
Capetown
South Africa
70%
70%
Boskalis International Maledives Private Ltd
Male
Maledives
100%
-
Boskalis Mozambique Lda
Maputo
Mozambique
100%
-
Smit Marine South Africa (Pty) Ltd.
Capetown
South Africa
100%
100%
Boskalis Westminster (Oman) LLC
Seeb
Oman
49%
49%
Boskalis Westminster Al Rushaid Co Ltd
Dhahran
Saoudi Arabia
49%
49%
Boskalis Offshore Subsea Services (Middle East) L.L.C.
Dubai
United Arab Emirates
49%
49%
Boskalis Australia Pty Ltd
Chatswood
Australia
100%
100%
Boskalis Offshore Subsea Services (Australia) Pty Ltd
Chatswood
Australia
100%
100%
Boskalis Perth Pty Ltd
Perth
Australia
100%
-
Boskalis International (S.) Pte Ltd
Singapore
Singapore
100%
100%
Zinkcon Marine Singapore Pte Ltd
Singapore
Singapore
100%
100%
Koon Zinkcon Pte Ltd
Singapore
Singapore
50%
50%
Smit Shipping Singapore Pte. Ltd.
Singapore
Singapore
100%
100%
Smit Singapore Pte Ltd
Singapore
Singapore
100%
100%
Smit Holding Singapore Pte. Ltd.
Singapore
Singapore
100%
100%
Smit Tak Heavy Lift (S) Pte Ltd
Singapore
Singapore
100%
100%
P.T. Boskalis International Indonesia
Jakarta
Indonesia
100%
100%
Boskalis Smit India LLP
Mumbai
India
100%
100%
Beijing Boskalis Dredging Technology co Ltd.
Beijing
China
100%
100%
Boskalis Taiwan Ltd
Taipei
Taiwan
100%
100%
OTHER RELATED PARTIES
Strategic partnerships
The main important active joint ventures and associated companies are mentioned in note 16.
117
118
Pension funds that are classified as funded defined pension schemes in accordance with IAS 19
For information on pension funds that are classified as funded defined benefit pension plans in accordance with IAS
19, reference is made to note 24.1. There were no further material transactions with these pension funds.
Members of the Board of Management and members of the Supervisory Board
The only key management officers qualifying as related parties are the members of the Board of Management and
the members of the Supervisory Board.
29.2 RELATED PARTY TRANSACTIONS
Strategic partnerships
Transactions with joint ventures and associated companies (as part of regular business) take place on a large scale
due to the nature of the business activities. In 2014 this refers to sales and purchases amounting to EUR 33.7 million,
and EUR 8.5 million respectively (2013: EUR 18.1 million and EUR 24.2 million respectively). Amounts receivable
from and payable to joint ventures and associated companies amounting to EUR 18.5 million and EUR 75.2 million
respectively (2013: EUR 17.9 million and EUR 79.3 million respectively).
Members of the Board of Management and members of the Supervisory Board
The remuneration for (former) members of the Board of Management and Supervisory Board of the company in 2014
and 2013 were as follows:
ANNUAL
SALARIES AND
REMUNERATION
EMPLOYER'S
PENSION
CONTRIBUTIONS
SHORT- AND
LONGTERM
VARIABLE
REMUNERATION
PAID
dr. P.A.M. Berdowski
743
188
1,018
T.L. Baartmans
538
135
634
OTHER
REIMBURSEMENTS
TOTAL
2013
28
1,977
1,857
27
1,334
1,268
Members of the Board of Management
A. Goedée (from 8 May 2013 to 13 May
2014)
184
59
308
2
553
420
J.H. Kamps
538
135
662
28
1,363
1,280
538
137
331
21
1,027
987
2,541
654
2,953
106
6,254
5,812
F.A. Verhoeven
Members of the Supervisory Board
J.M. Hessels
70
2
72
68
H.J. Hazewinkel
45
2
47
47
M.P. Kramer
50
2
52
52
M. Niggebrugge
55
2
57
57
J. N. van Wiechen
52
2
54
54
C. van Woudenberg
56
2
58
58
328
12
340
336
6,594
Total 2014
2,869
654
2,953
118
Total 2013
2,887
664
2,479
118
The variable remuneration paid in 2014 is related to the achievement of certain targets during the 2013 financial
year (short-term variable remuneration: EUR 1,807 thousand) and the achievement of certain targets during the 2011
- 2013 period (long-term variable remuneration: EUR 1,146 thousand). The expenses on executive remuneration in
2014 differ from the abovementioned remuneration with regard to, in particular, pensions and variable
remunerations. With respect to pensions the paid pension premiums are accounted for, in the financial statements the
actuarially determined service costs. The longterm variable remuneration includes the actual amounts paid in 2014
regarding 2011-2013. The expenses recognized in the financial statements take into account the expenses arising
from the 2014 long-term incentive plan as disclosed below. The pension expenses and short and long term variable
remuneration regarding the members of the Board of Management amounts to EUR 575 thousand and EUR 3,880
thousand. The total of the expense for the Members of the Board of Management thus amounts to EUR 7,102
thousand.
6,148
119
Long-term incentive plan
The members of the Board of Management participate in long-term (three years) incentive plans which consist of a
part that is based on the development of the share price of the ordinary shares of Boskalis and for a part that
depends on the realization of certain objectives, as defined by the Supervisory Board, which are derived from the
strategic agenda and in accordance with the objectives of Boskalis for the underlying periods.
Multi-year summary of variable remunerations
With regard to the years 2012, 2013 and 2014 the following variable remunerations were granted to the members
of the Board of Management:
Year of payment
dr. P.A.M. Berdowski
T.L. Baartmans
A. Goedée (from 8 May 2013 to 13 May 2014)
J.H. Kamps
F.A. Verhoeven
Total
2015
2014
2013
1,316
1,018
944
856
634
601
-
308
-
856
662
615
856
331
319
3,884
2,953
2,479
Balance sheet position
As at 31 December 2014 the Group has recognized a liability in the balance sheet item Trade and other
payables amounted EUR 4.6 million (2013: EUR 2.5 million) related to the long term incentive plans for the
periods 2011-2013, 2012-2014 and 2013-2015.
29.3 JOINT OPERATIONS
2014
2013
The Netherlands
30%
30%
The Netherlands
50%
50%
Projectorganisatie Uitbreiding Maasvlakte (PUMA)
The Netherlands
50%
50%
Combinatie BadhoeverBogen V.O.F.
The Netherlands
20%
20%
A4ALL V.O.F.
The Netherlands
10%
10%
Combinatie A2 HoMa
The Netherlands
38%
38%
Combinatie Dinteloord
The Netherlands
50%
50%
Combinatie Plas van Heenvliet
The Netherlands
33%
33%
Combinatie Ooms-Ballast-MNO
The Netherlands
33%
33%
Infra Team N50 Ramspol
The Netherlands
18%
18%
ZSNH Combinatie Van Oord/Boskalis V.O.F.
The Netherlands
50%
-
SJV Rena VOF
The Netherlands
50%
50%
Boskalis Offshore AS - Tideway v.o.f.
The Netherlands
50%
50%
Offshore Windforce V.O.F.
The Netherlands
50%
50%
Combinatie Regenboog V.O.F.
The Netherlands
38%
38%
C.V. Projectbureau Grensmaas
The Netherlands
17%
17%
Boskalis International-Haukes V.O.F.
The Netherlands
50%
-
Joint Venture Boskalis - Jac. Rijk
The Netherlands
50%
50%
Joint Venture Boskalis International - Jac. Rijk V.O.F.
The Netherlands
50%
50%
Swinoujscie Breakwater
Poland
60%
60%
Project
Egypt
25%
-
Ras Laffan Port Extension
Qatar
50%
50%
Penta-Ocean Koon DI Boskalis Ham JV (Jurong 4)
Singapore
17%
17%
Boskalis Jan de Nul - Dragagens E Afins LDA
Angola
50%
50%
Boscampo
Cameroon
50%
50%
Bahia Blanca
Argentina
50%
50%
Quequen
Argentina
50%
50%
ENTITY
SAAone EPCM bouwcombinatie V.O.F.
SAAone GWW V.O.F.
NMDC-Boskalis-Van Oord-Jan de Nul Consortium for Suez Canal
Joint operations are not defined as related parties, which means that the Group does not disclose any
transactions, assets or liabilities with these parties. The major joint operations (project driven construction
consortiums) in which the Group is involved are shown below:
120
COMPANY INCOME
STATEMENT
Note
Result of group companies
[3]
Other results, after taxation
Net profit
2014
2013
490,290
362,871
-
2,820
490,290
365,691
COMPANY BALANCE SHEET
BEFORE PROFIT APPROPRIATION
31 DECEMBER
Note
2014
2013
3,148,676
2,527,144
3,148,676
2,527,144
ASSETS
Non-current assets
Investments in group companies
[3]
Current assets
Amounts due from group companies
Other receivables
Total assets
3,261
-
-
716
3,261
716
3,151,937
2,527,860
EQUITY AND LIABILITIES
Shareholders' equity
Issued capital
[4]
98,350
96,212
Share premium
[4]
537,245
538,407
Other legal reserve
[5]
340,189
305,500
Hedging reserve
[5]
- 19,039
- 22,598
Revaluation reserve
[5]
45,619
43,150
Currency translation reserve
[5]
141,276
- 61,106
Actuarial reserve
[5]
- 85,301
- 32,031
Retained earnings
[5]
1,603,308
1,292,012
Profit for the year
[6]
490,290
365,691
3,151,937
2,525,237
Amounts due to group companies
-
2,333
-
290
-
2,623
3,151,937
2,527,860
Current liabilities
Total equity and liabilities
121
STATEMENT OF CHANGES
IN SHAREHOLDERS
Balance
Repurchase
as at
own
Total
1 January
ordinary
Cash
Stock
retained
2014
shares
dividends
dividends
earnings
recognized
Balance as at
Other
income and
31 December
movements
expenses
2014
Addition to
Note
Issued capital
[4]
96,212
2,138
98,350
Share premium
[4]
538,407
- 1,162
537,245
634,619
976
635,595
Other legal reserve
[5]
305,500
-
34,689
-
340,189
Hedging reserve
[5]
- 22,598
-
-
3,559
- 19,039
Revaluation reserve
[5]
43,150
-
2,469
-
45,619
[5]
- 61,106
-
-
202,382
141,276
Actuarial reserve
[5]
- 32,031
-
-
- 53,270
- 85,301
Total other reserves
[5]
1,292,012
- 27,724
327,607
- 37,158
48,571
1,603,308
1,524,927
- 27,724
327,607
-
201,242
2,026,052
490,290
490,290
490,290
490,290
691,532
3,151,937
Total
Balance as at
recognized
31 December
365,691
- 37,108
- 976
- 327,607
-
Net profit 2014
Profit for the year
[6]
365,691
2,525,237
- 27,724
- 37,108
- 976
- 327,607
- 37,108
-
-
-
Balance
as at1
Issue of
Addition to
January
ordinairy
Cash
Stock
retained
Other
income and
2013
2013
shares
dividends
dividends
earnings
movements
expenses
REVISED*)
Note
Issued capital
[4]
85,827
7,758
2,627
96,212
Share premium
[4]
229,452
310,127
- 1,172
538,407
315,279
317,885
1,455
634,619
Other legal reserve
[5]
325,853
-
- 20,353
-
305,500
Hedging reserve
[5]
- 11,440
-
-
- 11,158
- 22,598
Revaluation reserve
[5]
20,434
-
22,716
-
43,150
[5]
- 3,234
-
-
- 57,872
- 61,106
Actuarial reserve
[5]
- 129,014
-
41,060
55,923
- 32,031
Total other reserves
[5]
1,131,034
204,401
- 43,423
-
1,292,012
1,333,633
204,401
-
- 13,107
1,524,927
365,691
365,691
365,691
365,691
352,584
2,525,237
Profit appropriation 2012
249,093
- 43,237
- 1,455
- 204,401
Net profit 2013
Profit for the year
[6]
249,093
1,898,005
317,885
- 43,237
- 1,455
- 204,401
- 43,237
-
-
-
* For the revisions in previous year reference is made to note 2.2 in the consolidated accounting policies.
Profit appropriation 2013
122
EXPLANATORY NOTES TO THE
COMPANY FINANCIAL STATEMENTS
1. GENERAL
The Company Financial statements are part of the Financial statements 2014 of Royal Boskalis Westminster N.V. (the
‘Company’).
2. PRINCIPLES OF FINANCIAL REPORTING
2.1
ACCOUNTING POLICIES
The company financial statements have been drawn up using the reporting standards applied for drawing up the
consolidated financial statements, in accordance with Section 362(8), Part 9 of Book 2 of the Dutch Civil Code
except for the investment in Group company, which is recognized in accordance with the equity method. Based on
Section 362(1), Part 9 of Book 2 of the Dutch Civil Code, the consolidated financial statements have been prepared
in accordance with the International Financial Reporting Standards (IFRS) as adopted by the European Union. These
accounting principles are disclosed in note 3 of the consolidated financial statements. Changes in the accounting
policies in the consolidated financial statements (reference made to disclosure 2.2 in the consolidated financial
statements) do not affect the company financial statements.
2.2
FORMAT
Unless stated otherwise, all amounts in these explanatory notes are stated in thousands of euros. The company
balance sheet is drawn up before profit appropriation. The company income statement is limited in accordance with
Section 402, Part 9 of Book 2 of the Netherlands Civil Code.
2.3
INVESTMENTS IN GROUP COMPANIES
Investments in Group companies are accounted for using the equity method, as described in the principles of
Financial Reporting relating to associated companies in the consolidated Financial statements.
2.4
AMOUNTS DUE FROM GROUP COMPANIES
Amounts due from Group companies are stated initially at fair value and subsequently at amortized cost using the
effective interest rate less impairments.
2.5
AMOUNTS DUE TO GROUP COMPANIES
Amounts due to Group companies are recognized initially at fair value and subsequently at amortized cost using the
effective interest rate.
2.6
RESULT OF GROUP COMPANY
The result of Group company consists of the share of the Company in the result after taxation of this Group company.
Results on transactions, where the transfer of assets between the Company and its Group companies and mutually
between Group companies themselves are not incorporated as far as they can be deemed to be unrealized.
3. INVESTMENTS IN GROUP COMPANIES
Investments in Group companies consists solely of the 100% investment in Boskalis Westminster Dredging B.V.,
Papendrecht. The movements in this investment are shown below.
2014
2013
2,527,144
1,897,380
Dividends received
- 70,000
- 40,000
Profit for the year
490,290
362,871
Movements directly recognized in equity of group company
201,242
- 13,107
-
320,000
3,148,676
2,527,144
Paid-in capital
Reference is made to the notes 16 and 29.1 of the consolidated financial statements 2014 for an overview of the
most important direct and indirect Group companies.
123
4. ISSUED CAPITAL AND SHARE PREMIUM
The authorized share capital of EUR 240 million is divided into 150,000,000 ordinary shares with a par value of
EUR 0.80 each and 50,000,000 cumulative protective preference shares with a par value of EUR 2.40 each.
In 2014 a dividend was distributed relating to financial year 2013 for an amount of EUR 1.24 per share, for a total
amount of EUR 149.1 million. 75% of the shareholders opted for a dividend in shares. As a result 2,672,757 new
ordinary shares Royal Boskalis Westminster N.V. were issued.
On 13 May 2014 the General Meeting of Shareholders agreed upon the conditions for the repurchase of own
shares as part of the share repurchase program, for a period of 18 months. On 14 August 2014 the Group started
with repurchasing the shares. In 2014 629,123 shares were repurchased for an amount of EUR 27.7 million. The six
ordinary shares which were owned by the Group as at 31 December 2013 were sold on 13 March 2014.
In the course of 2013 the issued capital of the Company increased by 9,696,969 ordinary shares due to the
issuance of new shares to finance the acquisition of Dockwise and 3,284,415 ordinary shares as a result of the
distribution of stock dividend.
On issue and fully paid at 1 January
2014
2013
120,265,063
107,283,679
Stock dividend
2,672,757
3,284,415
Stock issuance
-
9,696,969
122,937,820
120,265,063
- 629,123
-6
122,308,697
120,265,057
On issue and fully paid at 31 December
Repurchased shares
Shares entitled to dividend at 31 December
The issued capital as at 31 December 2014 consists of 122,937,820 ordinary shares with a par value of EUR 0.80
each and consequently amounts to EUR 98.4 million (2013: EUR 96.2 million). Of the issued capital as at 31
December 2014, 629,123 ordinary shares were owned by Royal Boskalis Westminster N.V. (six ordinary shares as
at 31 December 2013). The Stichting Continuïteit KBW has received an option right to acquire cumulative protective
preference shares in Royal Boskalis Westminster N.V. This option has not been exercised yet. Share premium
comprises additional paid-in capital exceeding the par value of outstanding shares. Share premium is distributable
free of tax.
5. OTHER RESERVES
With regard to the difference between the cost price and equity value of joint ventures and associated companies
recognized in accordance with the equity method, a legally required reserve is recognized due to a lack of control
over the distribution of profits only to the extent that these differences are not included in the accumulated currency
translation differences on foreign operations. The legal reserve for non-distributed profits of group and/or associated
companies amounted to EUR 340.2 million at the end of 2014 (2013: EUR 305.5 million). The legal reserve for
associated companies is determined on an individual basis.
The other reserves recognized in the company balance sheet are disclosed in the notes to the consolidated financial
statements (note 22.5).
An amount of EUR 294.6 million will be added to the retained earnings. The proposal to the Annual General
Meeting will be to appropriate the remainder, EUR 195.7 million, for a dividend payment of EUR 1.60 per ordinary
share.
The dividend will be made payable in ordinary shares to be charged to the tax-exempt share premium or to be
charged to the retained earnings, unless a shareholder requests payment in cash.
6. PROFIT FOR THE YEAR
124
7. FINANCIAL INSTRUMENTS
General
Pursuant to its use of financial instruments, the Group is exposed to credit risk, liquidity risk and market risk. The notes
to the consolidated financial statements provide information on the Group’s exposure to each of the aforementioned
risks, its objectives, principles and procedures for managing and measuring these risks, as well as group capital
management. These risks, objectives, principles and procedures for managing and measuring these risks as well as
capital management apply mutatis mutandis to the company financial statements of Royal Boskalis Westminster N.V.
Fair value
The fair value of the majority of the financial instruments presented in the balance sheet, including receivables,
securities, cash and cash equivalents and current liabilities are close to the book value.
8. REMUNERATION OF THE MEMBERS OF THE BOARD OF MANAGEMENT
AND MEMBERS OF THE SUPERVISORY BOARD
The remuneration of members of the Board of Management and members of the Supervisory Board is disclosed in the
consolidated financial statements under related party transactions (note 29.2).
9. AUDITOR REMUNERATION
With reference to Section 382A, Part 9 of Book 2 of the Netherlands Civil Code, Ernst & Young Accountants LLP
(2013: KPMG Accountants N.V.) has charged the following fees to the Company, its subsidiaries and other
consolidated entities:
Audit of the financial statements
Other audits
2014
2013
1,172
1,010
44
232
1,216
1,242
Total audit fees, including fees for auditors other than Ernst & Young Accountants LLP, related to the audit of the
financial statements amount to EUR 1.8 million (2013: KPMG Accountants N.V. and other auditors related to the
audit of the financial statements: EUR 1.9 million).
10.
COMMITMENTS AND CONTINGENT LIABILITIES
Royal Boskalis Westminster N.V. heads a fiscal unity. The company is therefore liable for the tax obligations of the
fiscal unity as a whole.
The Company has arrangements with third parties, amongst which banks and pension funds. These arrangements are
on behalf of her Group companies. Because the risks and rewards are with these Group companies, the costs are
charged to these companies and the liabilities are recognized by these companies. The Company is jointly and
severally liable for the fulfillment of the liabilities under aforementioned arrangements.
The company has issued guarantees on behalf of project-driven construction consortiums, and Group companies’
own contracts, amounting to EUR 12.5 million as at 2014 (2013: EUR 12.5 million). In addition, certain recourse
obligations exist in respect of project financing. Where deemed necessary, provisions have been made.
Some legal proceedings and investigations are ongoing with respect to entities of Royal Boskalis Westminster N.V.
Where deemed necessary, provisions have been made.
125
Supervisory Board
J.M. Hessels, chairman
H.J. Hazewinkel
M.P. Kramer
M. Niggebrugge
J.N. van Wiechen
C. van Woudenberg
Board of Management
dr. P.A.M. Berdowski, chairman
T.L. Baartmans
J.H. Kamps
F.A. Verhoeven
126
OTHER INFORMATION
PROVISIONS IN THE ARTICLES OF ASSOCIATION
RELATING TO PROFIT APPROPRIATION
ARTICLE 28.
ARTICLE 29.
1.From the profits realized in any financial year, first of all,
distributions will be made on cumulative protective preference
shares if possible, in the amount of the percentage specified
below of the amount that has to be paid up on these shares as
from the beginning of the financial year to which the
distribution is related. The percentage referred to above equals
the average Euribor interest rate determined for loans with a
term of one year – weighted in respect of the number of days
to which this interest rate applied – during the financial year to
which the distribution is related, increased by four percentage
points at most; this increase will be determined every five years
by the Board of Management subject to the approval of the
Supervisory Board. If in the financial year in respect of which
the above-mentioned distribution takes place, the amount that
has to be paid up on cumulative protective preference shares
has been reduced or, pursuant to a resolution for further
payment, has been increased, the distribution shall be reduced
or, if possible, be increased by an amount equal to the
above-mentioned percentage of the amount of the reduction or
the increase, as the case may be, calculated from the moment
of the reduction or from the moment further payment became
compulsory. If in the course of any financial year cumulative
protective preference shares have been issued, the dividend on
those cumulative protective preference shares shall be reduced
for that year in proportion to the day of issue, taking into
account a part of a month as a full month.
2.If and in so far as the profit is not enough to realize the
distribution referred to in paragraph 1, the deficit shall be
distributed from the reserves, subject to statutory provisions.
3.If in any financial year the profit referred to in paragraph 1 is
not enough to realize the distributions referred to above in this
article, and furthermore no distribution or only a partial
distribution from the reserves as referred to in paragraph 2 is
realized, so that the deficit is not or not completely distributed,
the provisions of this article and the provisions of the following
paragraphs shall only apply in the following financial years
after the deficit has been made up for. After application of
paragraphs 1, 2 and 3, no further distribution shall take place
on the cumulative protective preference shares.
4.Out of the remaining profit, an amount shall be reserved
annually to the extent as shall be determined by the Board of
Management under approval of the Supervisory Board. The
remaining part of the profits after reservation, as referred to in
the immediately preceding sentence, is at the free disposal of
the General Meeting of Shareholders and in case of
distribution, the holders of ordinary shares will be entitled
thereto in proportion to their holding of ordinary shares.
1.Dividends shall be made available for payment within thirty
days of their declaration, or any sooner as the Board of
Management may determine.
2.Unclaimed dividends will revert to the company after five years.
3.If the Board of Management so decides, subject to the
approval of the Supervisory Board, an interim dividend shall
be distributed, subject to the preference of the cumulative
protective preference shares and the provisions of Article
2:105 of the Dutch Civil Code.
4.The General Meeting of Shareholders may decide, on the
proposal of the Board of Management, that dividends will be
distributed fully or partially in the form of shares in the
company or depositary certificates thereof.
5.The company may only realize distributions to the shareholder
to the extent that its equity capital exceeds the amount of the
subscribed capital, increased by the reserves that have to be
maintained by law or by the articles of association.
6.A deficit may only be offset against reserves that have to be
maintained by law to the extent that this is permitted by the law.
PROPOSED PROFIT APPROPRIATION
An amount of EUR 294.6 million will be added to the retained
earnings. The proposal to the Annual General Meeting will be to
appropriate the remainder, EUR 195.7 million, for a dividend
payment of EUR 1.60 per share.
The dividend will be made payable in ordinary shares to be
charged to the tax-exempt share premium or to be charged to
the retained earnings, unless a shareholder expressly requests
payment in cash.
127
128
INDEPENDENT
AUDITOR’S REPORT
To: the shareholders of Royal Boskalis Westminster N.V.
REPORT ON THE AUDIT OF THE FINANCIAL
STATEMENTS 2014
OUR OPINION
We have audited the financial statements 2014 of Royal Boskalis
Westminster N.V. (also referred to as “the company”), Sliedrecht,
the Netherlands. The financial statements include the consolidated
financial statements and the company financial statements.
In our opinion:
the consolidated financial statements give a true and fair view
of the financial position of Royal Boskalis Westminster N.V. as
at 31 December 2014, its result and its cash flows for the year
then ended in accordance with International Financial Reporting
Standards as adopted by the European Union (EU-IFRS) and
with Part 9 of Book 2 of the Dutch Civil Code;
the company financial statements give a true and fair view of
the financial position of Royal Boskalis Westminster N.V. as at
31 December 2014 and its result for the year then ended in
accordance with Part 9 of Book 2 of the Dutch Civil Code.
The consolidated financial statements comprise:
the consolidated balance sheet as at 31 December 2014;
the following statements for 2014: the consolidated income
statement, the consolidated statement of recognized and
unrecognized income and expenses, the consolidated statement
of changes in equity and the consolidated statement of cash
flows; and
the notes comprising a summary of significant accounting
policies and other explanatory information.
The company financial statements comprise:
the company balance sheet as at 31 December 2014;
the company income statement for 2014; and
the notes comprising a summary of significant accounting
policies and other explanatory information.
BASIS FOR OUR OPINION
We conducted our audit in accordance with Dutch law, including
the Dutch Standards on Auditing. Our responsibilities under those
standards are further described in “Our responsibilities for the
audit of the financial statements” section of our report.
We are independent of Royal Boskalis Westminster N.V. in
accordance with the Auditor Independence Regulation for
Assurance Engagements (Verordening inzake de
onafhankelijkheid van accountants bij assurance-opdrachten,
“ViO”) and other relevant independence regulations in the
Netherlands. Furthermore, we have complied with the Professional
Code of Ethics for Auditors Regulation (Verordening gedrags- en
beroepsregels accountants, “VGBA”).
We believe that the audit evidence we have obtained is sufficient
and appropriate to provide a basis for our opinion.
Materiality
Misstatements may arise from fraud or error and are considered
material if they, individually or in the aggregate, may reasonably
be expected to influence the economic decisions of users taken on
the basis of these financial statements. Materiality affects the
nature, timing and extent of our audit procedures and the
evaluation of the effect of identified misstatements on our opinion.
Based on our professional judgment, we determined the
materiality for the financial statements as a whole at EUR 17.3
million. Materiality is based on approximately 5% of the profit
before taxation, taking into account exceptional settlement results.
We have also taken into account misstatements and/or possible
misstatements that, in our opinion, are material for qualitative
reasons to users of the financial statements.
We agreed with the Supervisory Board that unadjusted
misstatements in excess of EUR 0.9 million, identified during the
audit, would be reported to them, as well as smaller misstatements
that in our view must be reported on qualitative grounds.
Scope of group audit
Royal Boskalis Westminster N.V. is the parent company of a
group of entities. The financial information of this group is
included in the consolidated financial statements of Royal Boskalis
Westminster N.V.
Given the fact that we are ultimately responsible for the opinion,
we are also responsible for directing, supervising and performing
the group audit. In this respect, we have determined the nature
and extent of the audit procedures to be carried out for group
entities. Decisive were the size and/or the risk profile of the group
entities or operations. On this basis, we selected group entities for
which an audit or review had to be carried out on the complete
set of financial information or specific items.
Our group audit in particular focused on the Dredging & Inland
Infra and Offshore Energy operating segments. We performed
most of the audit procedures at those segments ourselves. We
used the work of other auditors when auditing a number of
129
OUR KEY AUDIT MATTERS
Key audit matters are those matters that, in our professional
judgment, were of most significance in our audit of the financial
statements. We have communicated the key audit matters to the
Supervisory Board. The key audit matters are not a comprehensive
reflection of all matters discussed.
These matters were addressed in the context of our audit of the
financial statements as a whole and in forming our opinion
thereon, and we do not provide a separate opinion on these
matters.
Valuation of work in progress
The valuation of work in progress is affected by subjective
elements including estimated costs and projected revenue, whether
or not from additional services, progress and disputes or potential
disputes. This is partly prompted by the nature of the operations,
which may be impacted by natural circumstances, technological
complexity and the effect of the geographical spread of projects
across the globe. We therefore identified correct and complete
project revenue recognition, the valuation of receivables and
additional services, as well as the completeness of project-related
liabilities and project provisions as significant risks.
The project revenue recognition process, including determining the
appropriate cut-off of revenues, involves significant management
estimates. We tested the internal controls with respect to project
management and the project results estimation process, as well as
performing other audit procedures. These included, among other
things, (substantive) procedures relating to contractual terms and
conditions, revenue, costs incurred, including local representatives’
fees, and disputes or potential disputes. We also performed
procedures with respect to project calculations and result forecasts
and management’s assessment thereof. In connection with this, we
discussed a range of financial and other risks and ongoing
disputes and related estimation uncertainties with various project
officials (both in the Netherlands and abroad) and management,
assessing whether these have been adequately addressed in the
financial statements. We also performed procedures with respect
to the valuation of receivables and the completeness of project
liabilities, as well as required disclosures of work in progress and
related estimates.
Disclosures of work in progress and estimates are included in note
3.12 and note 19 of the financial statements.
Valuation of floating and other construction equipment
Property, plant and equipment includes ‘floating and other
construction equipment’ for a total amount of EUR 2.4 billion.
Each year, the company assesses whether there are indications of
impairment, or whether a significant change to the useful life is
applicable. If there are such indications, an estimate is made of
the recoverable amount of the asset concerned. In making this
assessment, management uses assumptions, estimating, among
other things, future market and economic conditions. We reviewed
the overall assessment of the indications of impairment and
discussed it with management. With respect to a number of
recognized minor impairments, we reviewed the recoverable
amount calculations and reconciled them with expected cash
flows as included in the forecast, or with the net realizable value
from appraisals. We reviewed the forecasts for the assets
concerned and discussed them with management, as well as
reviewing the substantiation of the forecasts based on historical
information, market information available, order portfolio and
recently concluded contracts.
Disclosures of this item are included in note 3.7 and note 15 of
the financial statements.
Valuation of goodwill and other intangible assets
Management is required to test goodwill for impairment annually
on the basis of the accounting policies used. In addition, each
year, the company assesses whether a change to the useful life is
applicable and/or whether there are indications of impairment of
other intangible assets. This test and assessment are largely based
on management expectations and estimates of future results of the
cash generating units of which the entities acquired in the past
form part. We used a valuation expert in evaluating the valuation
models and parameters used by management. We devoted
specific attention to forecasts used with respect to future revenue
and result. In addition, we performed procedures relating to the
disclosures on impairment testing included in the financial
statements, looking specifically at the disclosure of assumptions
that have the most significant effect on the determination of the
recoverable amount of goodwill. In connection with this, we
verified whether these disclosures are adequate and provide
sufficient insight into the disclosed assumptions and sensitivities of
the assumptions underlying the valuation.
Disclosures of goodwill are included in note 3.6 and note 14 of
the financial statements.
(foreign) entities. By performing the procedures mentioned above
at group entities, together with additional procedures carried out
at group level, we have been able to obtain sufficient and
appropriate audit evidence about the group’s financial information
to provide an opinion about the consolidated financial statements.
130
Tax position and tax exposure
It is inherent in the international arena in which Boskalis operates
that it carries out activities in a range of legal areas subject to
different tax regimes. In some cases, Boskalis’ cross-border
operations may result in estimation differences or disputes with
various national tax authorities. If management considers it likely
that such disputes will lead to an outflow of resources, accruals
have been formed accordingly. We performed procedures with
respect to the process of estimates, testing the acceptability and
adequacy of the accruals formed for that purpose. In doing so, we
engaged the services of tax specialists, reviewing the assumptions
underlying the estimates and discussing them with management in
the light of local tax rules and regulations. In connection with this,
we also devoted attention to the substantiation of the estimated
probability of the positions taken and details provided thereon by
management.
Disclosures of the tax position and tax exposure are included in
note 3.28 and note 11 of the financial statements.
RESPONSIBILITIES OF THE BOARD OF MANAGEMENT AND
SUPERVISORY BOARD FOR THE FINANCIAL STATEMENTS
The Board of Management of Royal Boskalis Westminster N.V. is
responsible for the preparation and fair presentation of the
financial statements in accordance with EU-IFRS and Part 9 of
Book 2 of the Dutch Civil Code, and for the preparation of the
Report of the Board of Management in accordance with Part 9 of
Book 2 of the Dutch Civil Code. Furthermore, the Board of
Management is responsible for such internal control as the Board
of Management deems necessary to enable the preparation of the
financial statements that are free from material misstatement,
whether due to fraud or error.
As part of the preparation of the financial statements, the Board of
Management is responsible for assessing the company’s ability to
continue as a going concern. Based on the financial reporting
frameworks referred to, the Board of Management is required to
prepare the financial statements using the going concern basis of
accounting, unless it either intends to liquidate the company or to
cease operations, or has no realistic alternative but to do so. The
Board of Management should disclose events and circumstances
that may cast significant doubt on the company’s ability to
continue as a going concern in the financial statements.
The Supervisory Board is responsible for oversight of the
company’s financial reporting process.
OUR RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL
STATEMENTS
Our responsibility is to plan and perform the audit engagement in
a manner that allows us to obtain sufficient and appropriate audit
evidence for our opinion.
We performed our audit with a high, but not absolute, level of
assurance, which means that we may not have detected all errors
and fraud.
We maintained professional skepticism and exercised professional
judgment where relevant throughout the audit, in accordance with
Dutch Standards on Auditing, ethical requirements and
independence requirements. Our audit included, among other
things:
identifying and assessing the risks of material misstatement of
the financial statements, whether due to fraud or error,
designing and performing audit procedures responsive to those
risks, and obtaining audit evidence that is sufficient and
appropriate to provide a basis for our opinion. The risk of not
detecting a material misstatement resulting from fraud is higher
than that resulting from error, as fraud may involve collusion,
forgery, intentional omissions, misrepresentations, or overriding
of internal control;
obtaining an understanding of internal control relevant to the
audit in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an
opinion on the effectiveness of the company’s internal control;
evaluating the appropriateness of accounting policies used and
the reasonableness of accounting estimates and related
disclosures made by the Board of Management;
establishing that the Board of Management’s use of the going
concern basis of accounting is acceptable, and, based on the
audit evidence obtained, establishing whether events and
circumstances exist that may cast significant doubt on the
company’s ability to continue as a going concern. If we
conclude that a material uncertainty exists, we are required to
draw attention to the related disclosures in the financial
statements in our auditor’s report, or, if such disclosures are
inadequate, to modify our auditor’s report. Our conclusions are
based on the audit evidence obtained up to the date of our
auditor’s report. However, future events or circumstances may
result in the company no longer being able to continue as a
going concern;
evaluating the overall presentation, structure and content of
the financial statements, including the disclosures; and
evaluating whether the financial statements fairly represent the
underlying transactions and events.
We communicate with the Supervisory Board regarding, among
other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in
internal control.
We provide the Supervisory Board with a statement confirming
that we have complied with the relevant ethical requirements
pertaining to independence. We also communicate with the
Supervisory Board regarding all relationships and any other
matters that may reasonably be deemed to influence our
independence and any related measures to safeguard our
independence.
We determine the key audit matters on the basis of all matters
discussed with the Supervisory Board. We describe these key
audit matters in our auditor’s report, unless this is prohibited by
law or rules and regulations, or in extraordinarily rare
circumstances where non-disclosure is in the public interest.
REPORT ON OTHER LEGAL AND STATUTORY REQUIREMENTS
131
Report on the report of the board of management and other
information
Pursuant to the legal requirement under Part 9 of Book 2 of the
Dutch Civil Code (regarding our responsibility to report on the
Report of the Board of Management and the other information):
we have no deficiencies to report as a result of our examination
as to whether the Report of the Board of Management, to the
extent we can assess, has been prepared in accordance with
Part 9 of Book 2 of the Dutch Civil Code, and whether the
information as required by Part 9 of Book 2 of the Dutch Civil
Code has been annexed; and
we report that the Report of the Board of Management, to the
extent we can assess, is consistent with the financial statements.
Engagement
We were engaged by the Annual General Meeting of 13 May
2014 as auditor of Royal Boskalis Westminster N.V. with effect
from the audit for the 2014 financial year, having served as Royal
Boskalis Westminster N.V.’s external auditor since that date.
Rotterdam, 11 March 2015
Ernst & Young Accountants LLP
Signed by W.T. Prins
132
other information
Other
INFORMATIon
Floating sheerlegs Taklift 4 placing a
jacket for an offshore wind turbine
134
Ten-year overview
137
stichting
continuïteit kbw
138
Supervision,
Board & Management
142
DISCLOSURES REQUIRED
BY THE DECREE ARTICLE
10 OF THE EU DIRECTIVE
ON TAKEOVER BIDS
144
Glossary
147
Equipment
133
134
TEN-YEAR OVERVIEW
2014
(in EUR million, unless stated otherwise)
2013
(12)
2012 (11)
2011
2010
2009
2008
2007
2006
2005
Revenue
3,167
3,144
3,081
2,801
2,674
2,175
2,094
1,869
1,354
1,156
Order book
3,286
3,323
4,106
3,489
3,248
2,875
3,354
3,562
2,543
2,427
Operating result (EBIT)
(2)
652.3
463.4
335.8
354.1
401.9
249.3
339.1
245.5
150.3
82.3
EBITDA
(3)
945.9
757.2
567.1
590.5
621.5
444.9
454.6
348.1
236.8
162.5
Net profit
490.3
365.7
249.0
254.3
310.5
227.9
249.1
204.4
116.6
62.7
Net group profit
492.2
365.3
252.0
261.0
312.9
229.2
250.1
207.1
117.0
63.3
293.5
293.8
231.3
236.4
219.6
195.7
115.4
102.5
86.6
80.2
Cash flow
785.7
659.1
483.3
497.4
532.5
424.8
365.6
309.6
203.6
143.5
3,151.9
2,525.2
1,898.0
1,732.8
1,565.0
1,295.8
860.1
768.1
618.6
542.9
Shareholders’ equity
other information
(12)
(1) (10)
Average number of outstanding shares
(x 1,000)
(4)
121,606 118,445 105,644 102,391
99,962
88,372
85,799
85,799
85,799
85,254
Number of outstanding shares
(x 1,000)
(5)
122,938 120,265 107,284 103,472 100,974
98,651
85,799
85,799
85,799
85,799
10,514
10,201
8,577
8,151
7,029
8,446
Personnel (headcount)
8,459
15,653
13,935
13,832
Ratios (percentages)
20.6
14.7
10.9
12.6
15.0
11.5
16.2
13.1
11.1
7.1
Return on capital employed
(6)
13.8
13.0
11.1
12.1
18.1
20.2
29.1
27.7
19.1
12.0
Return on equity
(7)
17.3
16.5
13.8
15.4
21.7
21.1
30.6
29.5
20.1
12.4
Solvency
(8)
53.4
47.6
39.2
37.4
37.1
46.5
34.0
35.3
39.4
41.3
(5) (9)
4.03
3.09
2.36
2.48
3.11
2.58
2.90
2.38
1.36
0.74
(5)
6.46
5.56
4.59
4.86
5.33
4.81
4.26
3.61
2.37
1.68
1.60
1.24
1.24
1.24
1.24
1.19
1.19
1.19
0.68
0.37
33.71
26.92
23.26
20.67
23.16
13.25
15.30
21.06
14.67
8.58
47.18
38.58
34.50
38.46
36.58
28.45
42.45
46.25
25.48
18.75
Operating result as % of the turnover
Figures per share
(in EUR)
Profit
Cash flow
Dividend
Share price range
(in EUR)
(Depositary receipts of) ordinary shares
(1) Figures taken from the respective financial statements.
(2) Operating result as reported in the consolidated income statement.
(3) Operating result before depreciation, amortization and impairment losses.
(4) Weighted average number of outstanding shares less the number of shares owned by the company.
(5) Number of outstanding ordinary shares less the number of shares owned by the company as at December 31.
(6) Net result + interest paid on long-term loans as % of the average capital employed (shareholders’ equity + long-term loans).
(7) Net result as % of the average shareholders’ equity.
(8) Group equity as % of the balance sheet total (fixed assets + current assets).
(9) The dilution effect was practically nil up to and including the financial year 2013.
(10) On May 21, 2007 Royal Boskalis Westminster N.V. effected a share split on a three-for-one basis (three new shares for one old share) in order to increase
the liquidity of the Boskalis share. For comparative purposes the data regarding the number of shares and figures per share of all the periods has been
recalculated to the situation after the split of the ordinary Boskalis shares in 2007.
(11) Adjusted for changes in the IFRS regulations (IAS19R).
(12) As of 1 January 2014 Boskalis applies IFRS11 which impacts the way joint ventures and associated companies are recognized. The full year 2013
comparative figures have been adjusted accordingly.
135
other information
136
137
STICHTING
CONTINUÏTEIT KBW
REPORT
By decision of the General Meeting of Shareholders held on 9 May 2001 the foundation Stichting
Continuïteit KBW was granted the right to acquire cumulative protective preference shares in Royal
Boskalis Westminster N.V. for a nominal amount equal to the nominal amount of ordinary shares
outstanding at the time of issue of the shares concerned, minus the nominal value of one ordinary share.
The option of issuing such cumulative protective preference shares was not exercised during the period
under review.
The Board of Stichting Continuïteit KBW consists of three members:
J.A. Dekker, chairman
J.S.T. Tiemstra
P.N. Wakkie
DECLARATION OF INDEPENDENCE
The Board of Stichting Continuïteit KBW and the Board of Management of Royal Boskalis Westminster
N.V. hereby declare that in their opinion Stichting Continuïteit KBW is an independent legal entity,
separate from Royal Boskalis Westminster N.V., as defined in Section 5:71, first paragraph under c
of the Dutch Financial Supervision Act.
Board of Management
Work on the Room for the River project
Nederrijn in the Netherlands
’s-Gravenland, 11 March 2015
Stichting Continuïteit KBW
The Board
138
SUPERVISION, BOARD
AND MANAGEMENT
MEMBERS OF THE SUPERVISORY BOARD
MR. J.M. HESSELS (1942), CHAIRMAN
MR. M. NIGGEBRUGGE (1950)
date of first appointment 17 August 2011, current term ends
AGM 2015
former chairman of the Management Board of Royal Vendex
KBB N.V.
member of the Supervisory Board Euronext N.V. and Euronext
Amsterdam N.V.
member of the Supervisory Board General Atlantic Coöperatief
U.A./non-executive chairman of the Board of MeteoGroup Ltd.
AGM 2017
former member of the Executive Board of N.V. Nederlandse
Spoorwegen
member of the Supervisory Board of SPF Beheer B.V.
other information
MR. H.J. HAZEWINKEL RA (1949), DEPUTY CHAIRMAN
date of first appointment 27 March 2010, current term ends
AGM 2018
former chairman of the Management Board of Royal Volker
Wessels Stevin N.V.
chairman of the Supervisory Board of TKH Group N.V. and
SOWECO N.V.
deputy chairman Supervisory Board of N.V. Luchthaven
Schiphol
member of the Supervisory Board of Heisterkamp Beheer II B.V.
member of the Supervisory Board of Stichting HET
Symfonieorkest
non-executive partner Baese Strategy & Finance B.V.
chairman of the Board of Stichting ING Aandelen
member of the Board of Stichting Administratiekantoor Slagheek
MR. M.P. KRAMER (1950)
AGM 2016
former Chief Executive Officer of N.V. Nederlandse Gasunie
and CEO of South Stream Transport A.G. and South Stream
Transport B.V.
director / owner SST Advisory
senior Counsel of the management of OAO Gazprom
MR. J.N. VAN WIECHEN (1972)
date of first appointment 12 May 2011, current term ends AGM
2015
member of the Board of HAL Holding N.V./director HAL
Investments B.V.
chairman of the Supervisory Board of N.V. Nationale
Borg-Maatschappij
member of the Supervisory Board of Atlas Service Group Holding
N.V., InVesting B.V. and Orthopedie Investments Europe B.V.
MR. C. VAN WOUDENBERG (1948)
date of first appointment 9 May 2007, current term ends AGM
2015
former member of the Executive Committee of Air France-KLM
chairman of the Supervisory Board of Blauwe Oceaan B.V.
member of the Supervisory Board of MN Services N.V.
member of the Supervisory Board of Stichting Het Gelders
Orkest (The Arnhem Philharmonic Orchestra)
All members of the Supervisory Board have the Dutch nationality.
They do not hold shares or associated option rights in Royal
Boskalis Westminster N.V.
Secretary: Ms. F.E. Buijs (1969)
139
MEMBERS OF THE BOARD
OF MANAGEMENT
DR. P.A.M. BERDOWSKI (1957), CHAIRMAN
MR. J.H. KAMPS (1959), CHIEF FINANCIAL OFFICER
chairman of the Board of Management since 2006
member of the Board of Management since 1997
chairman of the Supervisory Board of Amega Holding B.V.
member of the Supervisory Board of Van Gansewinkel Groep B.V.
member of the Board of Stichting Fondsenbeheer Waterbouw
and Stichting Bedrijfstakpensioenfonds Waterbouw
chairman of the Board of Stichting Pensioenfonds Boskalis
MR. T.L. BAARTMANS (1960)
MR. F.A. VERHOEVEN (1951)
chairman of the Executive Board of the Netherlands Association
of International Contractors (NABU)
member of the board of the International Association of
Dredging Companies (IADC)
member of the Supervisory Board Houdstermaatschappij
Dekker B.V.
member of the Supervisory Committee Stichting Maritiem
Research Instituut Nederland (Marin)
member of the Board Stichting Vrienden van het Nationaal
Baggermuseum
Secretary: Ms. F.E. Buijs (1969)
From left to right: T.L. Baartmans, dr. P.A.M. Berdowski,
J.H. Kamps, F.A. Verhoeven
All members of the Board of Management have the Dutch
nationality. They do not hold shares or associated option rights
in Royal Boskalis Westminster N.V.
140
GROUP MANAGEMENT
dr. P.A.M. Berdowski chairman Board of Management
T.L. Baartmans member Board of Management
J.H. Kamps member Board of Management, Chief Financial Officer
F.A. Verhoeven member Board of Management
P. van der Linde group director
CORPORATE SUPPORT
other information
Company secretary Treasury & Insurance IR & Corporate Communications
Fiscal Affairs Legal Affairs Corporate Development CENTRAL BUSINESS SUPPORT
F.E. Buijs
F.A.J. Rousseau
M.L.D. Schuttevâer
R.J. Selij
M.A. van de Molen
C.A. Visser
Personnel & Organization Group Controlling ICT SHE-Q Research & Development Central Fleet Support
Procurement & Logistics
J. den Hartog
J.O.B. Goslings RC
M.J. Krijger
W. Haaijer
dr. A.C. Steenbrink
P.E. van Eerten
J.E. Rijnsdorp
OFFSHORE ENERGY
TOWAGE & SALVAGE
Area Northwest Europe
Subsea Contracting
Towage & Salvage
J.M.L.D. Dieteren
P.G.R. Devinck
R.J.A. van Acker, T.R. Bennema
Area Eastern Europe and Indian sub
Subsea Services
continent
S. Korte
M. Siebinga
Marine Contracting and Transport &
Area Middle
Installation
S.G.M. van Bemmelen
W.B. Vogelaar, J.G.M. Meij
Area Middle East
Marine Services and Heavy Marine Transport
J.F.A. de Blaeij
A.C. Bikkers, H. van Raaphorst
Area East
Logistical Management
L. Slinger
K.E. Lewton-Jones
Area West
P. Klip
Design, Tendering & Engineering
The Netherlands
W.Q. Nelemans
P. van der Knaap
Fleet Management
Boskalis Environmental
E.B. van Dodeweerd
J.A. Dolman
Personnel & Organization
Cofra
M. van Faassen
J.K. van Eijk
Design, Tendering & Engineering
B.J.H. Pröpper
Fleet Management
E.C. Holman
Personnel & Organization
L. Wijngaard
WORKS COUNCIL
T.A. Scheurwater (chairman), D.A. van Uitert (deputy chairman), M.F. van Wijk (secretary), E.J. van den Biggelaar, R. van den Broek, D. van Eck,
J.C. Elenbaas, R. Gooijer, J. van der Heiden, M.A. Koerts, S. van der Land, M. Martens, P.J. Meijer, R. Meijer, F. Pronk, J.G. Roos, M. Treffers.
141
Dredging work by the cutter suction dredger
Phoenix in Qatar
142
other information
DISCLOSURES REQUIRED BY THE
DECREE ARTICLE 10 OF THE EU
DIRECTIVE ON TAKEOVER BIDS
g.No agreements with shareholders exist which may result in
Under the Decree article 10 of the EU Directive on takeover bids
restrictions on the transfer of shares or limitation of voting rights.
companies whose securities are admitted to trading on a regulated
market must disclose information in their annual reports on matters
including their capital structure and the existence of any shareholders h.The rules governing the appointment and dismissal of members
of the Board of Management and the Supervisory Board and
with special rights. In accordance with these requirements,
amendment of the Articles of Association are stated in the
Boskalis hereby makes the following disclosures:
company’s Articles of Association. To summarize, the statutory
structure regime is applicable to the company. Members of the
a.For information on the capital structure of the company,
Board of Management are appointed and dismissed by the
the capital and the existence of various types of shares,
Supervisory Board, with the proviso that the General Meeting
please refer to page 98 of the notes to the consolidated
of Shareholders must be consulted prior to the dismissal of any
financial statements in this Annual Report. For information on
member of the Board of Management. Supervisory Board
the rights attached to these shares, please refer to the company’s
members are nominated by the Supervisory Board and
Articles of Association which can be found on the company
appointed by the General Meeting of Shareholders. The Works
website. To summarize, the rights attached to ordinary shares
Council has an enhanced right of recommendation for one-third
comprise pre-emptive subscription rights upon the issue of
of the number of Supervisory Board members. The General
ordinary shares, the entitlement to attend the General Meeting
Meeting of Shareholders can declare a vote of no confidence
of Shareholders, and to speak and vote at that meeting, and
in the Supervisory Board by an absolute majority of votes cast,
the right to distribution of such amount of the company’s profit
representing at least one-third of issued capital. Such a vote of
as remains after allocation to reserves. As at December 31,
no confidence shall result in the immediate dismissal of the
2014 the issued capital consisted exclusively of ordinary shares
Supervisory Board members. An amendment of the company’s
(partly registered and partly bearer shares). These are only
Articles of Association requires a decision by the General
issued against payment in full.
Meeting of Shareholders in response to a proposal made by
the Board of Management with the approval of the Supervisory
b.The company has imposed no limitations on the transfer of
Board.
ordinary shares. The Articles of Association have stipulated
a blocking procedure for protective preference shares.
i.The general powers of the Board of Management are set out in
The company is not aware of any shares having been
the Articles of Association of the company. The powers of the
exchanged for depositary receipts.
Board of Management in respect of the issuance of shares in the
company are set out in article 4 of the company’s Articles of
c.For information on equity stakes in the company to which a
Association. To summarize, the General Meeting of Shareholders
notification requirement applies (pursuant to Sections 5:34,
– or the Board of Management authorized by the General
5:35 and 5:43 of the Financial Supervision Act), please refer
Meeting of Shareholders – takes the decision, subject to prior
to the section ‘Investor Relations’ on page 17 of this Annual
approval by the Supervisory Board, to issue shares, whereby
Report. Under the heading ‘Shareholders’ you can find a list of
the issue price and other conditions relating to the issue are
shareholders who are known to the company to have holdings
determined by the general meeting – or the Board of
of 3% or more at the stated date.
Management authorized by the General Meeting of Shareholders.
In the event the Board of Management is authorized to take
d.There are no special control rights or other rights associated
decisions with respect to the issue of shares, the number of
with shares in the company.
shares that may be issued as well as the term of the authorization
must also be determined. Procedures governing the acquisition
e.The company does not operate a scheme granting employees
and disposal by the company of shares in its own capital are
rights to acquire or obtain shares in the capital of the company
set out in article 7 of the Articles of Association. To summarize
or any of its subsidiaries.
(briefly), the Board of Management may decide, subject to
authorization by the General Meeting of Shareholders and to
f.No restrictions apply to voting rights associated with the
prior approval by the Supervisory Board, for the company to buy
company’s shares, nor are there any deadlines for exercising
back fully paid-up shares up to a statutory maximum of 50% of
voting rights.
issued capital. Decisions regarding the disposal of shares
143
acquired by the company are taken by the Board of
Management, subject to prior approval by the Supervisory
Board.
j.With the exception of the option agreement with Stichting
Continuïteit KBW concerning the placement of cumulative
protective preference shares as set out in section 27.4 of
the financial statements, the company is not a party to any
significant agreements which take effect or are altered or
terminated upon a change of control of the company as a
result of a public offer within the meaning of Section 5:70
of the Financial Supervision Act. The General Meeting of
Shareholders of May 9, 2001 decided to grant Stichting
Continuïteit KBW the right to acquire cumulative protective
preference shares.
k.The company has not entered into any agreements with either
members of the Board of Management or employees, which
provide for a pay-out on termination of their employment as
a result of a public offer within the meaning of Section 5:70
of the Financial Supervision Act.
The new floating sheerlegs Asian Hercules III
with a lift capacity of 5,000 tons
144
Glossary
Acquired orders Contract value of acquired assignments.
Hopper/hopper dredger See trailing suction hopper dredger.
AGM Annual General Meeting of Shareholders.
HTV A (semi-submersible) heavy transport vessel. At 275 meters long and 75 meters wide
the Dockwise Vanguard is the biggest semi-submersible heavy transport vessel in the world
and is capable of conveying objects weighing up to 110,000 tonnes.
Backhoe dredger A large hydraulic excavating machine positioned on the end of a
pontoon. The pontoon is held firmly in place using spuds. Backhoes can dredge in a
range of soil types with extreme precision.
Bunker fuel Type of fuel used by oceangoing and other vessels. Bunkering refers to
the act or process of supplying a ship with this type of fuel.
Cash flow Group net profit adjusted for depreciation, amortization and impairments.
Cost leadership Achieving lowest cost price.
Cutter See cutter suction dredger.
Cutter suction dredger (CSD) A vessel that dredges while being held into place using
spuds and anchors. This technique combines powerful cutting with suction dredging.
Cutter suction dredgers are mainly used where the bed is hard and compact. The
dredged material is sometimes loaded into hoppers but is generally pumped to land
through a pressure pipeline.
other information
Decommission To dismantle and/or remove an object.
EBITDA Group earnings before the result of associated companies, interest, tax,
depreciation, amortization and impairments.
CO2 Emissions Carbon dioxide released into the environment.
EU-IFRS IFRS stands for International Financial Reporting Standards. EU-IFRS are financial
reporting rules drawn up and issued by the IASB (International Accounting Standards
Board) and adopted within the European Union. Since 2005 all publicly listed companies
within the European Union have been obliged to comply with these standards in their
external financial accounting/reporting.
Fallpipe vessel Vessel that moves over the area to be covered, while dumping the stones
on board through a fallpipe. The vessel is kept in place by a dynamic positioning system
in which the propellers and rudders are controlled by an automatic system. The end of
the pipe is located just a few meters above the level of the surface to be covered.
The fallpipe is controlled using a precise positioning system. The fallpipe vessel Seahorse
can also be equipped with an A-frame on the aftship and a grab controlled by an ROV
(Remotely Operated Vehicle). This makes it possible to dredge down to depths of
1,000 meters.
Float-over installation Installation of a topside (for an offshore oil or gas platform
production unit) on a subsea structure such as a jacket. A semi-submersible heavy transport
vessel is used to convey the topside to the site and position it precisely in relation to the
subsea structure piles. The ship is then partially submerged, allowing the support points of
the topside to be lowered precisely onto the jacket connectors.
Floating Sheerlegs Floating cranes for heavy lifting.
FPSO Floating Production Storage and Offloading unit. Floating production, storage and
transshipment systems that often operate a long way offshore. The systems separate the
incoming liquids into oil, gas and water and temporarily store the crude oil. Tankers are
used to transport the oil.
Futures A future (derivative) is a so-called forward contract; an agreement between
traders to purchase or sell certain financial products on a specified future date at a
previously agreed fixed price.
Global Reporting Initiative International organization that develops global standards for
sustainability reporting.
Hazardous substances Liquid or solid substances which present a health hazard and/or
are damaging to the environment.
Heavy-lift vessel See HTV.
Home market Boskalis distinguishes itself from its competitors in the Dredging segment by
the use of a home market strategy. The home market organizations have local marketing
profiles, as well as their own fleets and infrastructures. They can rely on the support of the
financial and technical resources of the global Boskalis organization. Home markets
provide a stable flow of assignments and opportunities to generate additional margins
through associated activities.
International projects market Market that focuses primarily on larger capital expenditure
projects for new buildings and/or extensions. In addition, there are projects that regularly
involve cooperation with third parties. This makes it possible to provide clients with
optimal services and to share risks.
Jack-up platform An offshore platform that can either float or have its legs lowered to
stand on the seabed. Jack-up rigs are generally used by oil and gas companies for
exploration and production purposes. Platforms of this type can be transported either by
semi-submersible heavy transport vessel (Dockwise) or by oceangoing tug (Fairmount).
LNG Liquefied Natural Gas.
LTI Lost Time Injury. Expresses the number of workplace accidents serious enough to
result in absence from work.
LTIF Lost Time Injury Frequency. Expresses the number of workplace accidents serious
enough to result in absence from work, per 200,000 hours worked.
Net Group profit Net result + net profit attributable to non-controlling interests.
NINA No Injuries No Accidents. In a bid to achieve an incident and accident-free
working environment Boskalis applies the NINA safety program. NINA sets out Boskalis’
vision on safety and describes the safety conduct the company expects from its staff and
subcontractors. The program makes people aware of their own responsibility and
encourages them to take action in situations which are unsafe.
Order book The revenue accounted for by parts of orders as yet uncompleted.
Return on capital employed Net result + interest paid on long-term loans as % of
the average capital employed (shareholders’ equity + long-term loans).
Return on equity Net result as % of the average shareholders’ equity.
Revenue work done Work executed for a client related to a project and/or a service
contract.
RoRo (Roll-on/Roll-off) ship Vessels designed to carry wheeled cargo such as automobiles, trucks, semi-trailer trucks, trailers or railroad cars that are driven on and off the
ship on their own wheels.
Rock fragmentation under water Drilling and blasting hard materials such as rock and
granite, often to deepen ports and clear navigational channels.
ROV Remotely Operated Vehicle. An unmanned robotic subsea vehicle that is remotely
controlled (often from a ship or platform).
SHE-Q Safety, Health, Environment & Quality.
Solvency Group equity as % of the balance sheet total (non-current assets + current assets).
Topside The upper section of an offshore oil production platform.
Trailing suction hopper dredger (TSHD) A self-propelled unit that loads its well or hopper
using centrifugal pumps and pipes that trail over the bed as the ship sails. Trailing
suction hopper dredgers can operate independently of other equipment and can
transport material over long distances. The dredged material is dumped through flaps or
bottom doors, by rainbowing, or pumped onto land using a pipeline.
Work done Work executed for a client in relation to a project and/or service contract.
145
other information
146
Dredging work by the trailing suction hopper
dredger Willem van Oranje
147
equipment
dredgers
ANCHOR HANDLING TUGS
Trailing suction hopper dredgers
26
Anchor Handling Tugs
Capacity > 6,000 m3
9
120 - 205 tons bollard pull
Capacity ≤ 6,000 m3
17
Cutter suction dredgers
19
Capacity > 12,000 kW
4
Capacity ≤ 12,000 kW
15
Backhoes
17
10
Anchor Handling Tugs
17
28 - 120 tons bollard pull
BARGES
Bucket capacity from 1.4 to 24 m3
Hopper barges
78
Capacity from 50 to 3,800 m3
Floating grab cranes
16
Grab capacity from 1.2 to 9.2 m3
Oceangoing flat top barges
4
(semi-submersible)
Other dredging equipment
23
Capacity 21,000 tons
bucket dredger, environmental disc cutter, barge
unloading dredgers, suction dredgers,
Oceangoing flat top barges/Floating
stone placing vessels
22
Super Pallets
Capacity from 1,000 to 14,000 tons
oFFSHORE vessels
23
Inland barges
Capacity up to 110,000 tons
Fallpipe vessels
2
VESSELS TOWAGE JOINT VENTURES
Capacity from 17,000 to 18,500 tons
Diving support vessels
55
Capacity from 100 to 2,000 tons
4
Air and saturation diving support, ROV services
Multipurpose/cable laying vessels
3
Floating sheerlegs
8
470
LAUNCHES, WORK/SUPPLY VESSELS
VARIOUS/OTHERS
87
101
Capacity from 400 to 5,000 tons
The numbers listed above include the vessels under construction and vessels and floating equipment of the (non-controlled) associated companies, including the
announced joint venture with Kotug. In addition to the equipment shown here, the group also owns a range of auxiliary equipment such as floating pipelines,
winches, pumps, draglines, hydraulic excavators, wheel loaders, dumpers, bulldozers, mobile cranes, crawler drill rigs, sand pillers, filling installations for shore
protection, mattresses, fixed land pipelines and a wide variety of salvage equipment, such as fire-fighting, diving and anti-pollution equipment.
Heavy lift vessels (semi-submersible)
other information
148
colophon
Compiled and coordinated by
Corporate Communications Department
Group Controlling Department
www.boskalis.com
Rosmolenweg 20
PO Box 43
3350 AA Papendrecht
The Netherlands
[email protected]
T +31 78 6969000
F +31 78 6969555
www.boskalis.com